GW Annual Report 2008
Upcoming SlideShare
Loading in...5
×
 

GW Annual Report 2008

on

  • 1,283 views

Gebrüder Weiss 2008. Information on the regions and departments of the Austrian transport and logistics provider GW.

Gebrüder Weiss 2008. Information on the regions and departments of the Austrian transport and logistics provider GW.

Statistics

Views

Total Views
1,283
Views on SlideShare
1,283
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

GW Annual Report 2008 GW Annual Report 2008 Document Transcript

  • theorange world 2008
  • the orange world 2008 1+1=1 02 gw-world 04 On the move globally, in orange 06Management board at Gebrüder Weiss Holding AG 12 Gebrüder Weiss Holding Annual Report 2008 14 Department Reports 18 Aiming for the sky 38 Gebrüder Weiss locations 58
  • 02  031+1= 1Two lines meet and merge into one strong line: Our customershave requirements. These represent challenges for our staff.We strive to offer solutions which more than satisfy our clients –we want our services to fill clients with enthusiasm. This iswhat Service Excellence means to us. And this is why we bringtogether the strengths of our people in order to find solutionsboth individually and locally, using a personal contact on site.Combining all our strengths to benefit our customers. View slide
  • Austria Lauterach Bludenz Feldkirch Graz Switzerland Hall Altenrhein Hörsching Pratteln Kalsdorf Zurich Leoben Italy Leobendorf Bozen Leopoldsdorf Bosnia-Herzegovina Linz SarajevoMaria Lanzendorf Bulgaria Slovakia Maria Saal Sofia Bratislava Pöchlarn Kazanlak Košice Salzburg Varna Poprad Sulz Croatia Senec Wels Zagreb Žiar nad Hronom Werndorf Romania Žilina Vienna Bucharest Slovenia Wiener Neudorf Agigea LjublianaVienna-Schwechat Arad Brnik Wolfurt Bacau Koper Wörgl Brasov Czech Republic Germany Cluj Rudná Memmingen Constanta České Budějovice Hamburg Sibiu Modřice Lindau Timisoara Ostrava -Zábřeh Nuremberg Serbia Prague Passau Novi Beograd Řičany-Jažlovice View slide
  • gw-world 04  05 China Shanghai Beijing Chengdu Chongqing Dalian Guangzhou Nanjing Ningbo Qingdao Shenzhen Ukraine Tianjin Kiev Urumqi Mukachevo Xiamen Hungary India Xian Dunaharaszti Chennai Zhanjiang Hajdúböszörmény Ahmedabad Hong Kong Vecsés Bangalore Kowloon USA Bhadhoi Japan Chicago Gandhidham Tokyo Atlanta Jaipur Canada Houston Jodhpur Montreal Los Angeles Kanpur Toronto Miami Kolkata Singapore New York Mumbai Singapore San Francisco Nag Pur Taiwan United Arab New Delhi Taipei Emirates (UAE) Tiruppur Thailand Dubai Tuticorin Bangkok
  • On the move globally,in orange An excellent solution. Orange Combi Cargo. In 2008, GW received several awards for its multimodal transport solution OCC. In May, the Climate Protection Award Vorarlberg and the TRIGOS award, in September the Austrian Natio- nal Award from the Ministry for Transport, Inno- vation and Technology. Since January 2008, GW has been using OCC exclusively as a unit train, running daily between Vienna and Bludenz with an interim stop in Hall in Tyrol. With this multi- modal solution, approx. 60 truck journeys per day as well as 9,000 tons of CO2 per year have been saved. Gebrüder Weiss developed the idea of the OCC in close cooperation with REWE GROUP and Rail Cargo Austria. Together they implemented it across the Austrian transport market within the framework of this unique cooperation model. “Our joint initiative fits in perfectly with the GW business philosophy. In the sensitive field of transport and logistics, we strive to establish a reasonable balance between ecological and economic interests and in many aspects, we focus on sustainability,” says CEO Niessner. In September 2008, the successful coope- ration was expanded. Since then, Orange Combi Cargo has also been supplying the Salzburg branches of the REWE GROUP Austria. Having achieved ISO 14001 certification and made substantial investments in state-of-the-art vehicle technology and energy-efficient equipment, GW again demonstrates its environmental awareness with the OCC scheme. 5,000 truck journeys per year can be saved through the shift to rail trans- port between Salzburg and Vienna.
  • 06  07All busy on the western front. Relocation to the GW logistics terminal in Pratteln. In December 2008, the 53 employees working at the western-most branch within WeissLand relocat- ed to the newly built logistics terminal in Pratteln. Since then, all transportation has been handled via the terminal measuring more than 3,700 square meters. Branch manager Cuno Mattioli would like to offer his customers even more services from one place. An additional logistics area of almost 2,000 square meters is available at the new termi- nal. Additional stages of expansion are possi- ble at a later date. The branch grew considerably following the relocation of the GW branch from Uferstrasse in Basel to Pratteln, where better trans- port connections are available. More than three times the number of loading ramps are available, and additional experts in the air and sea freight field complete the team at the new location. Furthermore, a new logistics solutions team was established in order to be able to better meet the customers’ individual requirements. The improved customers’ individual requirements offered was completed by the takeover of Descatrans and MSV at the end of 2008. The MSV customs experts continue to work in their offices directly at the Basel / Weilauto- bahn border and will retain the MSV name. The entire team is now employed by GW Pratteln.
  • On the move globally, in orange Seamless transport handling. New national organization in Bosnia-Herzegovina. With the opening of the new branch in Sarajevo, GW guarantees seamless transport handling to and from the Balkan region. Sarajevo is located at the heart of the country and forms the econo- mic and political center. Two objectives are being pursued with the establishment of the national organization: On the one hand, existing customers in the GW homeland can be provided with stand- ardized quality and service to and from Bosnia- Herzegovina and on the other hand, by opening its own branch here, GW can position its services on the Bosnian market. Establishing this branch was not exactly easy: Bosnia is a federation, comprised of three cantons, each of which has its own administrative center. The commitment of the new country manager, Almir Jonuz, made quick market entry possible. In August 2008, seven new GW employees started working in the offices in close proximity to the customs build- ings. Daily departures from Zagreb and several departures per week from Vienna were offered as early as one month after operative business com- menced. Considerable development potential is evident in the distribution and procurement to and from Western Europe in particular as well as in the field of warehouse logistics and logistics solu- tions. In the medium-term, the expansion of the range of services and the initial operation of a com- pany-owned logistics facility are on the agenda.
  • 08  09Good connections. GW and Hellmann Worldwide Logistics (HWL) intensify their partnership. In 2008, the partners GW and HWL, which have been cooperating for many years, considerably expanded their cooperation. The parallel land and logistics activities in the Czech Republic were recently combined under GW management. Thus synergies are being utilized, and the Czech market can be developed in a more effective manner. Moreover, by taking this step, HWL and GW are emphasizing their intention to maintain a sustain- able strategic partnership. Once the two family companies had ex- panded their cooperation to include Southern and Eastern Europe in July, they expanded their part- nership to cover Rüsselsheim / Frankfurt a. M. in October. On October 1, Hellmann Worldwide Logistics became the new partner for daily trans- portation to Albania, Bosnia-Herzegovina, Bul- garia, Macedonia, Moldova, Montenegro, Austria, Romania, Serbia, Switzerland (Eastern Switzer- land), Slovakia, Slovenia and Hungary. The expan- sion of the partnership focuses on the use of the regional core competencies of both companies – daily direct and gateway transport. GW and Hellmann Worldwide Logistics are two of the largest private transport and logistics companies operating on the European parcel service market and have been successfully coope- rating for more than 30 years. Both companies are founding members of System Alliance Europe (SAE), the leading European parcel service coope- ration. Today, the SAE network includes 48 partners in 23 countries.
  • On the move globally, in orange In the Land of the Rising Sun. Weiss-Röhling opens first office in Japan. With the opening of an office in Tokyo, Gebrüder Weiss continues its successful joint ventures with Röhlig and strengthens its position within this sophisticated market environment with a high potential. In November 2008, Weiss-Röhlig Japan Ltd. commenced its operative business activities. Each partner holds a 50-percent share in the new company. Kazuyoshi Fujiwara is the manager of the office in Tokyo. The logistics expert has been working in the transport and logistics industry for 35 years, including 7 for Gebrüder Weiss in Japan. The potential of the Japanese market is deemed to be extensive. At the same time, insiders believe that Japan is a very difficult market. In order to be able to react to country-specific requirements in a flexible and direct manner, Weiss-Röhlig start- ed out in Japan with a Japanese manager and a local team of experts.
  • 10  11In mid-January, Chen Yongquan opened the 16thoffice in Chongqing in Central China. The 42-yearold Chinese man has been working for GebrüderWeiss in China for 18 years and on January 1 2008,he took over the country management role fromWalter Schneider, who returned to Austria after 5 ½years in China. With the opening of the new branchin Chongqing, Weiss-Röhlig is making its presencefelt more intensely in the world’s most populatedcountry. Chongqing has the most significant Chineseinland harbor. In terms of space, it equals the sizeof Austria. The huge city with 32 million inhabitantslocated near the Yangtze River in Central Chinahas an enormous economic potential. With a directcargo shipping service to the international portof Shanghai, Weiss-Röhlig offers its customersenvironmentally friendly and efficient transportservices. The services include daily dispatches toall important air cargo hubs in Europe, the trans-porting of sea freight via any desired Europeanport and a seamless monitoring of the goods fromreceipt to unloading. The country manager relieson his experienced local team and on makingadaptations to meet the desires and needs of thecustomers. Weiss-Röhlig has a total of more than294 employees working in 16 of its own branchesin China. More than 190 destinations across all22 Chinese provinces can be reached with flexibilitywithin our own network. Defined service standardsform the basis for customized solutions. Dense network in the Middle Kingdom. New country manager opens the 16th office in China.
  • Management boardat Gebrüder Weiss AG Wolfram Senger-Weiss Wolfgang Niessner, CEO
  • 12  13Heinz Senger-Weiss Peter Kloiber
  • Gebrüder Weiss Holding AGAnnual Report 2008Given current events, it is hard to recall the goodthings that happened in 2008. Since then the eco-nomic instability and its consequences for logisticsand virtually all industries world-wide has beentoo great. The crisis emerged during the thirdquarter of 2008 in Europe and became noticeablein the fourth quarter. Over the course of the year,this turned into the largest global economic crisisin decades. Gebrüder Weiss is also affected. How-ever, we are looking to the future with courageand confidence because our company has verysolid foundations, a clear direction and committed,competent staff, enabling it to offer high-qualityservices to customers and partners. The scepticism that emerged at the end of2007 did not prove true during the first half of 2008.In the case of most activities, growth was record-ed – sometimes quite an impressive increase. Thestructures were fully utilized, productivity was high Wolfgang Niessner, CEO
  • 14  15and we achieved record results. In the individual 4th quarter did not meet the rather high expecta-regions, the drive remained unbroken, despite tions set by Gebrüder Weiss – however, the verythe fact that oil prices continued to surge, leading positive overall result for 2008 was not majorlyto the record high of $ 147 per barrel on July 11, affected. While the target net turnover of 1 billionfollowed by a slump leading to a temporary low of euros was not quite met, the significant financialroughly $ 40 in December. However, this neither and productivity figures remained stable or evenboosted the economy in general nor the logistics showed improvement. In terms of national andbusiness in particular. The effects of the financial international land transport and logistics, all regionscrisis on the so-called real economy were already achieved their targets, although there weretoo great. Industry giants such as the “big three” deviations from the budget and /or in comparisonfrom Detroit issued warnings – and were soon to 2007 in some local branches and nationaljoined by other major national and international organizations; however, these could be attributedcompanies. Growth forecasts were adjusted down- to specific influences. In cooperation with Röhlig,wards almost daily. Soon, the USA and Japan the Air & Sea division managed to exceed itsreported recession and the impact on Europe was excellent results in 2007. CEP once again provedimminent. Formerly promising markets in Central its worth as one of the main pillars of the group.and Eastern European could not avoid this trend This positive picture is completed by customs andeither. Even China suffered major set backs. the consulting activities of inet-logistics and x|vise.Taking these circumstances into account, theDistribution of added value across the departments n d tio an r ta ss e po pr e ns ex ic tra po l ns na rt a r, erv l g Se tra tio na tin s s rie l s ic om ul a & io st nd n r ou e at t s la ter Ai gi C arc N us on Lo In C C % % p % % % 13 13 12 5% 3%28 26
  • Annual Report 2008 In 2008, large investments were again made in GW is involved in several research projects and infrastructure, network development, basic and promotes logistics solutions with the support advanced training. Land was bought in Bulgaria, of inet-logistics and x|vise. On a European level, Croatia and Romania, logistics facilities were decades of successful cooperation with Hellmann modernized and /or put into operation in Austria have been intensified in Germany and in Central and Switzerland and companies were acquired and Eastern Europe and GW has even completely in Germany, Switzerland and the Czech Republic. taken over Hellmann’s land transport and logis- In Bosnia-Herzegovina and Japan (as a joint ven- tics activities in the Czech Republic. One of the ture with Röhlig), national companies were estab- highlights was the receipt of the “National Trans- lished; in other countries, corresponding negotia- port Award” for the “Orange Combi Cargo” – tions were initiated and completed in 2009 (e.g. a unit train running daily from Vienna to Bludenz India and Thailand). Furthermore, significant per- via Hall in Tyrol and vice versa, operated by GW sonnel and organizational decisions were made, in cooperation with REWE and ÖBB / RCA, thus tak- such as the generational shift in China or the intro- ing the burden off the roads and the environment. duction of the “Eastern Region” in the case of GW also received the “Trigos” and “Climate Prize land transport. The expansion of track & trace via Vorarlberg” awards. mobile communications, the implementation GW is rising to the huge challenges it faces of the SAP Business Warehouse and a new soft- in 2009 and over the following years with energy ware system for Air & Sea are also worth noting. and an awareness of the fact that the support of Net turnover 00 01 02 03 04 98 99 20 20 20 20 20 19 19 5 2 9 2 3 9. 5. 3. 7. 8. 8 6 5. 3. 49 55 57 60 70 40 42
  • 16  17shareholders, customers, partners and employeesis extremely important during this period. We wouldlike to thank everybody walking the “orange way”and helping us shape GW’s future.June 2009Wolfgang Niessner, MBAChief Executive OfficerGebrüder Weiss Holding AG 07 08 05 06 20 20 20 20 6 0 8. 5. 3 39. 1. 94 98 in Mio €78 87
  • Department Reportslogistics A major order took the project team to Gebrüder Weiss in Slovakia. There, a central warehouseTime for the experts for Slovakia, the Czech Republic, Hungary andThe system management logistics has met in- Austria had to be established for the newlycreasing customer demands by implementing acquired customer Whirlpool. The Head of Logis-a broad-ranging qualification campaign. tics reports that his team showed commitment “Without specialized staff, it is simply not in many different ways. “The team assumed thepossible to respond individually to the needs design of the physical processes in the ware-of our customers,” says Harry Stiastny of their house and took responsibility for the compliancecommitment to basic and advanced training. of the information technology with the require-Therefore, raising awareness about logistics ments.” One team member was the project mana-issues and ensuring that the necessary specia- ger and worked on site for over a year. “He alsolist background is in place is a priority at present. accompanied start-up at the logistics facility and Over the course of various seminars, more took overall responsibility during the initialthan 100 staff members from Western and Eastern phase.” When everything was running smoothly,Europe explored the world of logistics solutions the team returned to Vorarlberg. Since that time,over the past business year. The System Mana- the team of 25 at GW Slovakia have been runn-ger is particularly proud of the first employees ing the logistics facility where approx. 50 truckswho completed the training “GW logistics mana- are loaded and unloaded every day.ger” program. This approx. 2 year program was However, the “Logistics” project team wasspecifically customized to suit the group’s require- not only involved in customer projects. Severalments in the logistics solutions field. The objec- internal construction projects posed a challengetive is to establish comprehensive know-how in for the experts. Gebrüder Weiss put into opera-the local branches. Stiastny believes that this tion new logistics centers in Pratteln, Switzerlandwill lead to the establishment of a powerful team and Salzburg-Bergheim, Austria; in Maria Saalable to design customized projects. And this close to Klagenfurt, an expansion project for theteam is to be strengthened in future. “For 2009 existing freight forwarding facility was launchedwe have already planned the second round of at the end of the year. Stiastny says: “For suchthe training program, as the demand for logistics buildings, structural perfection alone is not en-solutions is on the rise in almost all branches.” ough. Ideal logistical frame-work conditions are According to Harry Stiastny, the customers’ much more important.” The group’s logistics teamdemands requested of Gebrüder Weiss are is and has been responsible for creating thesebecoming increasingly more complex and more conditions. And they will surely be involved evenglobal. “In order to take this into account, we more in this field in future. The system managerestablished a ‘Logistics’ project team at the head is convinced that the trend towards individualoffice in Lauterach in 2008.” The team is com- logistics solutions will continue.prised of eight experts who have both consoli-dated expert knowledge and the necessaryexperience in project management. “Our employ-ees are certified in accordance with the inter-nationally recognized standards of the IPMA(International Project Management Association),”Stiastny adds, “thus, even in the case of com-plex tasks, a professional project managementcan be guaranteed.”
  • 18  19land transport Important player within the SAE Gebrüder Weiss has a home advantage in thewestern europe Alps-Danube region which makes the logistics group an important player within System AllianceTogether we are strong Europe. “In 2008, we were the strongest partnerGebrüder Weiss and Hellmann Worldwide Logis- by far: we had approx. 814,000 incoming consign-tics have been partners for over 30 years now. In ments and more than 580,000 outgoing consign-2008, the two successful family companies grew ments,” Oskar Woisetschläger reports. Now, alltogether even more closely – in order to gain orange national organizations are among the co-strength together. operation partners of the SAE, with the exception It started in 1977 as a cooperative agree- of Germany, Bosnia and Serbia. The British com-ment in Austria. Now their work extends to large pany Davies Turner and the Italian forwardingparts of Southern and Eastern Europe. Since company Italsempione, two important and long-the beginning of July 2008, Gebrüder Weiss have time partners of GW, have also joined the parcelbeen cooperating with Hellmann in Germany and service network.Switzerland, but also in Albania, Bosnia-Herzego- The system manager describes the imple-vina, Bulgaria, Macedonia, Moldavia, Montene- mentation of the first gateway traffic in Februarygro, Romania, Serbia, Slovenia and Hungary. More- of 2008 as a milestone. “This means that mem-over since October, all traffic from Kayser, a for- ber companies have the opportunity to offer dailymer partner in Germany, has been handled by the deliveries even to shipping agents in structurallynewly established Hellmann branch in Rüssels- weak regions.” As such, the customers do notheim in the vicinity of Frankfurt. At the beginning have to forgo the information they are used to withof 2009, Gebrüder Weiss took over responsibility direct deliveries, “as the gateway concept in-for all the land transport and logistics activities cludes complete, internet-based parcel trackingof Hellmann in the Czech Republic. up to the point of delivery confirmation.” System Alliance Europe continues to see“When we expanded our partnership, the focus itself as playing a leading role when it comes towas on combining the regional core competencies quality and continues to implement effectiveof both companies,” says Oskar Woisetschläger, innovations in this respect. The recently imple-who is responsible for Western Europe together mented service standards has brought aboutwith Ulrike Mori-Schwarzenberger. “Nowadays, considerable improvements in quality of thecustomers expect a Europe-wide parcel service. network. Woisetschläger adds: “And GebrüderAnd in cooperation with strong partners, regional Weiss is among the leaders when it comes toservice providers like ourselves can fulfill this all the various quality statistics.”requirement.” Both Gebrüder Weiss and Hellmann arefounding members of System Alliance Europe(SAE) initiated in 2000. Now, daily transport bet-ween the partner countries is offered via theSAE’s gateway concept. Woisetschläger says:“In this context, we were able to continue toimprove our service quality in terms of deliveryperiods and quality standards for the benefitof our customers.”
  • Department Reports land transport we were able to improve our quality score in comparison to 2007,” Prohaska reports. His team central and eastern europe exceeded the group’s targets as well as the fi- gures specified by System Alliance Europe. Over the past year, the organization was kept busy Investments in the future – with preparations for a project for a major cus- in proximity to the customers tomer. “In Rudna, we leased additional storage Slovakia: In 2008, the national organization space (totaling 11,000 square meters) on behalf of was fully committed to its new customer, Whirl- a renowned high-tech group,” Harald Prohaska pool: until now, the household appliances group explains. Since March 2009, consignments have has operated local warehouses and transport been commissioned here on a customer and structures in Slovakia, the Czech Republic, Hun- country level and prepared for pick-up by various gary and Austria. In future, the products will be carriers. GW is also responsible for incoming stored together in a central warehouse and from transport. there, they are to be distributed to trading part- ners across all four countries. “Gebrüder Weiss Hungary: “The domestic business in particular was responsible for designing the logistics facility revealed a considerable increase in consignment covering an area of 24,000 square meters in the numbers in 2008 – despite the downward spiral municipality of Lozorno in western Slovakia,” says of the Hungarian economy,” says Country Mana- Jürgen Bauer, Regional Manager for the East. ger Thomas Schauer of the situation. Gebrüder “Furthermore, we developed optimized logistics Weiss secured itself national distribution responsi- processes together with the customer.” Since bility for several renowned groups of companies the end of November 2008, GW has operated a from different industries. central warehouse in Lozorno with 25 employees In order to keep up with this growth, the and is also responsible for ensuring punctual logistics terminal Dunaharaszti has been continu- deliveries. Every day, approx. 50 trucks carrying ously expanded over the past few years. The last Whirlpool appliances are loaded and unloaded. construction phase was completed in spring. “All “Whirlpool benefits from the standardized trans- in all, we now have a storage area of 22,500 square port handling processes with equally high quality feet. In order to utilize our capacities in the best standards in Slovakia, the Czech Republic, Hun- possible manner, we also optimized the Cargo Hand- gary and Austria as well as the low storage costs,” ling and Warehouse Logistics processes,” says says Bauer. The storage areas in operation were the Country Manager. As a consequence, space reduced by 20 percent due to the restructuring problems, extra deliveries and overtime decreased process. significantly. In addition, Gebrüder Weiss estab- lished a new branch in the East Hungarian city of Czech Republic: As of January 1 2009, Gebrüder Hajdúböszörmény. Schauer adds: “With the clear Weiss took over responsibility for the land objective of improving quality in the region.” De- transport and logistics business of its long-term brecen, Nyiregyhaza and Miskolc are cities in close partner Hellmann Worldwide Logistics in the proximity of this location. The branch focuses on Czech Republic. Harald Prohaska, the Country full loads and consolidated freight transport. Manager for GW Czech Republic, is convinced that the merger will have positive effects: “With South-East region: Romania, Bulgaria, Ukraine these combined strengths, synergies can be “Our investments in infrastructure, technology and used much more efficiently, plus we can demon- in our staff are already proving fruitful across the strate a more vigorous presence on the market.” entire south-eastern region,” the Regional Manager Gebrüder Weiss’s high quality standards are cer- Thomas Moser proudly reports. Gebrüder Weiss tainly advantageous in this regard. “Once again established itself on this market as a quality and
  • 20  21 “ In Rudna, we leased additional storage Our investments in infrastructure, technology and our employees are space (totaling 11,000 square meters) on already proving fruitful across the entire South-East region. behalf of a renowned high-tech group. ”solutions provider. “This is reflected in our being Gebrüder Weiss Ukraine started 2008 with a greatnamed the best logistics provider of 2008 by the show of strength. The national organization as-Romanian logistics association Arilog.” sumed the responsibility for the transportation of replacement parts and car components for a lead-In Romania and Bulgaria, quantities of consign- ing German vehicle producer. The project busi-ments have been continuously on the increase ness revealed a particularly positive development.since these countries joined the European Union Thomas Moser reports: “In this field, we made ain 2007. “The EU membership simplified handling name for ourselves with guaranteed terms of deli-processes in the forwarding business,” Moser adds. very – while complying with high quality standards.”“As a result, an increasing number of internationallogistics companies are flooding onto the market, South-West region:which in turn leads to increased pricing pressures.” Bosnia-Herzegovina, Croatia, Serbia, Slovenia In 2008, Gebrüder Weiss’s focus in Romania All national organizations in the south-westernwas on the development of the country-wide distri- CEE countries revealed a growth rate for turnoverbution network. “In Constanta, Cluj, Bacau und and quantities which reached double figures inSibiu, we established infrastructure for transporting 2008. “However, this positive development has hadfull loads,” Moser explains. “In Bacau and Sibiu, no negative impact on existing high quality stand-additional cargo handling areas were put into ope- ards,” says regional manager Erich Schafer.ration and in Bucharest, the groundbreaking cere-mony took place for a new logistics terminal.” This He describes the market entry in Bosnia-commitment resulted in a 100 percent increase in Herzegovina as “the most outstanding event”turnover in comparison to the previous year, both of 2008. The first company branch was establishedfor full loads and parcel services. in Sarajevo, the political and economic center In the neighboring country of Bulgaria, the of the country, on August 1. Schafer says: “We canGW team successfully completed a major project now offer seamless transport from domestic GWfor a renowned European automobile group. “We markets to the Balkan region and vice versa.” Thewere awarded the contract for regional forward- national organization has been working for re-ing and since that time, we have been handling all nowned GW customers such as Hewlett Packard,transportations from the Bulgarian supplier com- General Motors, Hilti or Daikin from the very be-panies,” Moser elaborates. The recipients are locat- ginning. Erich Schafer sees good opportunities ined throughout Europe. particular in distribution and procurement to and from Western Europe and in logistics solutions.
  • Department Reports The latter is gaining in importance due to the land transport within increased number of companies from the West relocating to the area. In the medium-term, an ex- the gw network pansion in services and initial operation of a com- pany-owned logistics terminal are on the agenda. Trains are gaining ground In neighboring Croatia, the decision to purchase Seamless logistics, excellent processes, environ- a parcel of land in Zabok measuring 30,000 square mentally friendly transport alternatives and above meters was made in 2008. According to Erich all customer benefits: this was the focus of the Schafer, a modern freight forwarding and logistics Land Transport Product Management in 2008 and facility is to be built here in 2009 / 2010. “Gebrüder it achieved great success on all counts. Weiss Croatia is currently undergoing a rapid Gebrüder Weiss is a seamless organization: development in warehouse logistics and / or logistics the high quality of the transport and logistics pro- solutions,” the Regional Manager states. “Our cesses as well as the service standard are guaran- capacities have long been exceeded.” Naturally, teed both on the domestic markets and over the Croatia’s pending membership of the EU plays border. Intra Corporate Destinations (ICD) are trans- an important role in the decision whether to build port routes whereby all goods are handled by GW an efficient new building with ample space. staff only. Looking back at 2008, Walter Konzett, Land Transport Product Manager, comments A construction project will also soon be launched on a growth rate in double figures within the ICD in Serbia. In summer 2004, Gebrüder Weiss initiated segment: “All in all, during the last business year, their commitment to the country at the center of 642,000 parcels were transported between our the Balkan peninsula. Over the following years, the European branch offices – that means an increase national organization revealed a continuous up- of 21 percent compared to 2007, despite a weaker surge. Now, the infrastructure in the capital of Bel- fourth quarter.” Konzett is also satisfied with quality- grade is lagging behind current, positive develop- related developments: “We once again managed ments and cannot be expanded anymore. Schafer to increase the quality score across all segments and says: “Given that we intend to successfully position thus also the service quality for our customers.” ourselves as complete solutions providers on the Serbian market, an efficient logistics terminal will Permanent improvement soon be inevitable.” The “Operational Excellence” project (“OpX”) launch- ed during the previous year was a challenge for Ge- In Slovenia, the new construction project has been brüder Weiss in 2008. “A permanent improvement put on hold. Erich Schafer justifies the decision: process forms the basis, with the objective being to “The current capacity offers room for growth in the design internal processes in an even more efficient medium-term.” GW Slovenia, too, is currently fo- manner,” says Konzett. “This will generate direct cusing on logistics solutions; in 2008, some initial customer benefits and at the same time facilitate the positive results were achieved. Schafer: “We were work of our staff.” In order to support the organi- able to acquire Bim Trade as a new customer, a zation, qualification programs have been organized, domestic company operating in the food industry.” processes standardized and scheduling and monitoring tools optimized. Customers benefit in particular from the mobile communication solution implemented in 2007 which has been ensuring the continuous documentation of all transport proces- ses on all domestic markets since the end of 2008.
  • 22  23 “ We have fitted our regional forwarders with special scanners All in all, during the last business year, so that they can transmit consignment details and delivery 642,000 consignments were transported between receipt to our IT systems in real time. ” our European branch offices.“The roll-out in WeissLand has been completed,” an economically viable alternative in East-Westsays Konzett. “More than 900 GW delivery vehicles transport within Austria,” says Walter Konzett.in eleven countries are equipped with such devices “In this way we will shift approx. 15,000 truck runsand more than 90 percent of the delivery data is from the road to rail.”transmitted wirelessly via mobile communications.” Since September 22, an additional partial trainSince last year, carriers working for GW have also has been commuting between Vienna and Salzburg.been involved, according to the product manager: Among others, deliveries are made to REWE stores“We equipped our regional forwarders with special in the Salzburg area. According to Konzett, thescanners so that they are able to transmit delivery shift from truck to rail makes a further 5,000 truckinformation and delivery receipts in real time to our journeys across Austria unnecessary. The environ-IT systems.” Deliveries are now recorded electroni- mental balance sheet of Orange Combi Cargocally on a package level until delivery. Furthermore, was correspondingly positive – “therefore approx.as part of “OpX”, the product management de- 3.3 million litres of diesel can be saved with theveloped comprehensive informative brochures for two transport solutions from the road to rail,” sayscustomers, addressing the delicate topics of claims the product manager, „therefore, approx. 12,000 tonssettlement and the handling of loading devices. of CO2 are not emitted.” In May 2008, GW’s commitment to environ-National award for OCC mentally friendly transport alternatives was recog-At the beginning of the year, Gebrüder Weiss im- nized with the award of the TRIGOS, an “awardplemented a project that was both innovative and for companies showing responsibility”. In Novem-environmentally friendly. On January 7, Orange ber, Wolfgang Niessner, CEO, received the Aus-Combi Cargo (OCC) started its maiden voyage. The trian national award for the OCC.unit train was established in close cooperationwith the customer REWE GROUP Austria as well aswith the rail company Rail Cargo Austria and hasbeen running on a daily basis between Vienna andVorarlberg, with a stopover in Hall in Tyrol. “Asthe first private transport company, GW can offer
  • Department Reports air & sea focused company was also implemented in the USA in 2008. Here, the establishment of the mar- keting & sales structures was accelerated; at the Flying on the wings of an eagle same time, “Orange Eagle” took off. Orange Eagle Decreasing quantities and increasing capacities is a large-scale, group-wide campaign, launched caused instability in the industry in 2008. Shipping with the objective of bringing the employees on companies and airlines alike had to face reduc- both continents closer together and of creating tions in freight while battling increasing costs and optimized framework conditions for transportation stricter framework conditions. The market partici- between Europe and North America. “Orange pants were all affected by the escalating uncer- Eagle” comprises product innovations, service tainty. However, even in such turbulent times, Ge- standards specifically established for the Northern brüder Weiss have continued to consistently pur- American markets as well as highly qualified em- sue their strategic goals. Within the worldwide ployees, who not only know the respective markets Air & Sea network, a clear course has been set and inside out, but are also familiar with the corre- important investments made. sponding cultures. “For our customers, the USA “We have reinforced and continued to is important, both as a sales and as a buying develop existing countries, regions and business market,” explains the Board Member. “Therefore, segments,” says Air & Sea Board Member Heinz one of our priorities is to become the best service Senger-Weiss. “Moreover, we have extended provider in the USA business through ‘Orange our network and put out feelers in new regions.” Eagle’.” The success story of Gebrüder Weiss in China started out in a hotel room in Shanghai in Combined strengths 1992. There Yongquan Chen, GW’s first employee Active sales activities and a high market exposure in the People’s Republic of China, promoted the were also success factors in the positive develop- development of the organization under the ma- ment of Air & Sea in Central and Eastern Europe. nagement of Walter Schneider. After 16 years of “Together, we managed to position GW as a strong managing Weiss-Röhlig China, including five years player in the overseas business and to gain new on site, Walter Schneider from Vorarlberg handed market shares on most of our domestic markets over his management responsibilities to his long during the last year,” says Heinz Senger-Weiss. To time associate Chen. Heinz Senger-Weiss believes achieve even greater efficiency within the exist- that this will secure the continuation of the com- ing structures, the Czech Republic and Slovakia pany in a similar spirit: “Given that our new mana- have been placed under the same management; ger is Chinese, we will be able to gain ground lo- the same is true of Romania and Bulgaria. The cally.” Weiss-Röhlig China aims to transform itself Air & Sea terminal in Graz was relocated from the from a European company into an “authentic” airport to the Graz Cargo Center in Werndorf. Chinese player, while also generating more and Senger-Weiss argues in favor of the relocation: more orders on the domestic market. “The best “From a strategic point of view, the combined opportunities can be found in imports to China, in terminal is in a better location than the airport. We the project business and of course in logistics now offer the best conditions possible for sea solutions,” says Senger-Weiss. “We have already freight in particular which is dealt with at the south achieved initial successes.” harbor.” Import consolidated containers are still very important. In this context, Koper and Con- Take off with “Orange Eagle” stanta play an increasingly important role as gate- The transformation from being a handling agent ways for imports to the WeissLand area. In 2008, working mainly for the global network to a market- a bundling of sea freight exports began at the hub
  • 24  25 “ Having now opened its own office in the third-largest economyThe best opportunities can be found in imports in the world in November 2008, the Weiss-Röhlig network nowto China, in the project business and of course has another hub in East Asia. ”in logistics solutions. Global course set Gebrüder Weiss has had a sales representative office in Japan for 7 years. Having now opened its own office in the second-largest economy in the world in November 2008, the Weiss-Röhlig net- work now has another key intersection in East Asia.in Antwerp in cooperation with Röhlig, “in order Senger-Weiss notes that the Japanese marketto offer consolidated containers on a regular basis has always been very important for GW, thereforealong our key trade routes.” In order to improve opening its own office on the market was an ob-the bundling of transport flows, to use synergies vious and necessary step. “Now we can also gua-and last but not least to increase vigor on the rantee a uniform handling of sea and air freightmarket, the Air & Sea management also decided in the ‘Land of the Rising Sun’ in accordance withto increase the staff for the product manage- our high standards.” Within the network, it willment Air & Sea. be easier to incorporate individual customer re- quirements concerning logistics solutions. TheStep into the future potential on the Japanese market is deemed to beFor years, GW Air & Sea has been trying to break extensive – however, so are the challenges.into the Swiss market – a difficult undertaking, “Many examples show that it is extremely difficultwhich was not possible through organic growth for foreign companies to establish themselves,”alone. With the takeover of a strong local player admits the Head of Air & Sea. “We have completedat the Zurich-Kloten airport, an important step the preliminary work and are confident that it willtowards the future was taken in 2008. Heinz Senger- work out.” Weiss-Röhlig deals with the largest andWeiss says: “Aersped and Freight Factory Interna- most important markets of the world with its owntional (FFI) strengthen Air & Sea Switzerland with staff on site. In the countries without an independ-their experienced staff and excellent infrastruc- ent joint venture, these tasks are carried out byture.” FFI operates in several niches and under- regionally-based well-positioned transport andtakes the transportation of cars and luxury goods. logistics companies. In order to increase the den-Aersped is responsible for the air and sea forward- sity of the global network, additional contractsing business. “The business segments included with agents were drawn up in 2008. “We foundin the GW portfolio will be integrated into the new cooperation partners in South America, Northorganization,” says Senger-Weiss. “The success- Africa, the Middle East and Russia,” says Heinzful niche products will remain independent.” Senger-Weiss. And the decision in favor of an al-Moreover, at the end of 2008, a new sea freight liance with Röhlig has repeatedly proven to beteam started work at the Basle site, thereby absolutely right for Gebrüder Weiss Air & Sea. “Weforming a basis for further development in work in harmony with one another and work to-Switzerland. gether to establish important global focal points.”
  • Department Reports gebrüder weiss EU Battery Ordinance came into effect in Austria, and around the same time the UFB discontinued its parcel service operations. New regulations had to be issued for battery disposal. “Together with various collection systems and a waste management company, we Around the world seven times managed to find a cost-effective solution to comply Austria’s leading parcel service celebrated its with the ordinance,” says Ewald Müller. “Despite 20th birthday in 2008. The factors that led to DPD’s the new market situation, we were able to retain the initial resounding success still characterize the business and renew the contract.” A standard bat- company today: courage and a spirit of innovation. tery collection system and professional disposal are The success story of DPD in Austria started therefore still guaranteed. on May 2, 1988 in the form of a suitcase. This was the content of the first parcel delivered by the com- “Ball boy”. DPD demonstrated sporting excellence pany recently founded by Gebrüder Weiss, Lager- in the run-up to the European Championships in max and Schachinger. In the first year, approx. 2008: While UEFA and Adidas introduced the offi- one and a half million parcels passed over DPD’s cial ball, the “EUROPASS”, during the course of conveyor belts and in 2007 almost 36 million. If all a final draw, the parcel service delivered thousands the parcels delivered by the parcel services over of these soccer balls, complete with shirts and foot- the past two decades in Austria were arranged into ball boots. Approx. 30,000 parcels had to be deliver- a line, they would stretch around the globe seven ed to recipients in Austria, Germany and Switzer- times. Ewald Müller, Managing Director of the land – punctual to the day or even to the hour – e. g. Gebrüder Weiss Parcel Service proudly reports: to Intersport stores at 1 p.m. sharp where invited “In no business year have we experienced a fall in soccer fans were anxiously awaiting the arrival of quantity.” Müller recalls the beginnings: “At that the EUROPASS and co. “Concerning delivery per- time, our nationwide 24-hour-delivery service was formance, we achieved a success rate of 99 per- revolutionary.” “Customers receiving parcels were cent,” says the GWP Managing Director. “As the not familiar with such service and for a long time we exclusive parcel service for Adidas in the German- were the only company offering this.” speaking region after the World Cup of 2006, DPD also completed its second challenging major order Battery disposal. Austria’s first private parcel ser- with success.” vice is still a pioneer in almost all areas pertaining to parcel services. Since 1995, for example, the Powered by natural gas. In December 2008, DPD Shuttle Box has been in use – an environmentally switched to natural gas power. In cooperation with friendly reusable packaging system. In 1997, wine Konrad Wittwar GmbH and the Styrian Gas-Wärme logistics were launched onto the market and at GmbH, the depot in Graz subjected the alterna- the same time, deliveries on Saturdays were imple- tive fuel to an endurance test. For three months, a mented. A milestone in 2000 was the launch of natural gas-powered Mercedes Benz sprinter took the website dpd.business.at, a unique online con- to the streets, both in city traffic and long-distance trol center for parcel logistics. In addition to a traffic. Ewald Müller reports that there were cost number of other products and services, DPD also savings of up to 30 percent in comparison to diesel. started battery disposal logistics for Umweltforum “However, in addition to the economic benefits, en- Batterien (UFB) as early as 1991. This association vironmental aspects also argue in favor of testing established a simple but efficient collection system natural gas-powered vehicles.” After all, cars with and the parcel service handled all transportation a natural-gas engine emit up to 80 percent less from the very beginning. In September 2008, a new carbon monoxide and nitrogen oxide, while sulfur
  • 26  27dioxide and sooty particles are completely elimi- The ramps required for the “jumbo-trucks” werenated. “Green cars” are gaining ground with good also an issue the logistics consultants had to solve.reason – and perhaps they will soon be in constant The best strategic location and dimensions haduse for fast parcel delivery. to be determined. “All in all, we prepared four sce- narios, calculated investment costs and internal transport routes and times and took into account both the cost factors and the future potential,” says the Managing Director. Geberit now has to make the final decision. After completion of the project, the customer was very satisfied with the results and said: “x|vise fulfilled its tasks 100 percent.”subsidiaries In 2008, the logistics consultants also focused on facility design on a larger scale. The design andand brands development of logistics facilities has been in high demand since 2006 – now a new area of responsibi- lity has been created for this. Operational process-x|vise es should not have to be adapted to the structural situation. “Therefore, we start with the required processes in a company and on this basis, we planLiving processes the ideal infrastructure,” Harry Stiastny explains.A new central warehouse is soon to have a signifi- This is the only way to build an efficient logisticscant impact on the logistics of Geberit Austria. To- structure that is also capable of meeting futuregether with x|vise, the sanitary engineering com- requirements.pany has been busy preparing itself for the changesto come. The status quo for Geberit is for customers tobe supplied directly from the Pottenbrunn site. How-ever, this will change starting in 2010. Then, so-called “jumbo-trucks” will take all finished productsto the central warehouse in Pfullendorf, Germany,as part of a shuttle service from where they willthen be distributed. “Combining the goods flow hasan impact on both stock levels and on the number ofintra-company transports”, Harry Stiastny, ManagingDirector of x|vise innovative logistics, explains. In2008, the logistics consultants assumed the task ofquantifying future commodity and traffic flows. x|vise looked at internal processes and existingdata in detail. “We determined that the central ware-house would mean stocks in Pottenbrunn beinghalved and internal transportation being reducedby more than 30 percent,” says Stiastny. Sub-sequently, forecasts were compiled and detailedfuture scenarios developed.
  • Department Reports “ The key to success entails customer contact – During the past year, many companies have which to dicall is a still a priority, unlike with decided to cooperate with inet-logistics ” automatic answering systems. inet-logistics electronic means,“ Werle explains. This enhances demand for the corresponding software solutions. Within this context, inet-logistics secured a strategic Seamlessly integrated partnership with MIC Datenverarbeitung GmbH, “Software as a service” – the concept pursued by the leading provider of customs software in 2008. inet-logistics by offering web-based modular lo- “The objective of our cooperation is to seamlessly gistics solutions – is very successful. In 2008, the integrate the efficient MIC applications for customs software company laid the foundations for linking management into our integration platform, logistics e-logistics and e-customs. server®,” says the Head of inet. “Thus, customers The focus of the management is increasingly will receive a complete solution, covering all tasks turning to logistics. The management’s declared ob- in connection with the planning, control and exe- jective is to increase the optimization potential. In cution of cross-border transport.” this context, the inet-logistics software solutions al- so played an important role in 2008. The company is one of the leading providers in Europe in various fields: in transport management, an area in which this software company from Vorarlberg has been able to stand up to “big names” such as Oracle and SAP, and in reducing transport costs through con- sistent freight cost clearing. During the past year, many companies have dicall decided to cooperate with inet-logistics. Managing Director Oswald Werle proudly reports that the Supply Chain Execution solutions are being used Against the current by Unilvever, MAN, Hewlett Packard, ABB, Interse- Customer studies show that call centers should be roh and also transport service providers such as easily accessible, the staff should be friendly and Fiege and Panalpina. the services offered should be of a high quality – There is only a small step from e-logistics to dicall more than fulfills these requirements. e-customs: the objective of the project initiated by This industry is on the upturn. An increasing the EU is a paperless customs clearance process. number of companies are outsourcing large parts “As of July 2009, companies in non-EU-countries of their customer care to third party service provi- must exclusively report their exports to customs by ders. However, call centers are facing increasingly
  • 28  29high price pressures. As a result, considerable staff gebrüder weiss rail cargocutbacks have been made and the employee tasksare increasingly being undertaken by voice-controll-ed computer systems. In this respect, dicall went Right on time / trains are gaining groundagainst the current in 2008. Florian Maurer, Head of While the upturn of the railways continued in Ger-the Customer Care Center, proudly talks of “the many in 2008, the situation in Austria was not quitehighest number of employees and the best operat- as simple. Yet the committed Rail Cargo team stilling result since the company was established.” To managed to exceed the million mark.him, the key to success entails customer contact – The German “Pro-Rail Alliance” describedwhich to dicall is a still a priority, unlike with auto- 2008 as “a golden era for railway transportation”. Inmatic answering systems. Germany, railway transport revealed higher growth The company’s top customer DPD very much than road transport and freight railways managedappreciates this. For some time now, dicall has to gain additional market shares for the fifth year inbeen responsible for certain customer groups for a row. However in Austria, the opposite trend wasall issues in the internal sales division on behalf of observed according to Walter Dolezahl, ManagingGebrüder Weiss Parcel Service East. In spring of Director of GW’s rail freight forwarder Rail Cargo:2008, this cooperation was expanded to include “The gap between railway and truck transport con-western Austria. Maurer reports: “At the depot in tinued to widen over the past year.” Road transportHall, we have been handling approx. 5,000 calls per was able to increase its head start as the top trans-month.” The location is connected to the Callcenter port carrier. Therefore, maintaining existing busi-Software CCTop, specifically developed by the IT ness was the order of the day for Rail Cargo. Thedepartment of Gebrüder Weiss Parcel Services to team of 6 employees succeeded in this task – “de-meet the Customer Care Center requirements. spite the slump caused by the economic situationCCTop has been implemented step-by-step within over the last quarter,” Dolezal adds.DPD in Germany since 2008. By the end of the All in all, Rail Cargo organized the environmen-year, a total of 59 locations had been integrated tally friendly transport of approx. one million tonsand more than 1,000 users set up. of freight in 2008. Approx. one third of this related to Of the new customers who used the services so-called cross-border traffic which took place en-provided by dicall in 2008 for the first time, Florian tirely via the foreign railway network. The focus ofMaurer highlights Triple A. The water dispenser pro- the GW rail freight forwarders has always been onvider took over a former dicall customer. “We ma- chemical and mineral oil products; an increase wasnaged to acquire Triple A as a customer and over achieved in the field of biodiesel in particular.the course of the year we carried out various tele-phone marketing projects.” And last but not least:the business training sessions offered by the StyrianCustomer Care Center were in high demand: Theteam of trainers was particularly successful in Ger-many and in the Austrian banking sector.
  • Department Reports automotive logistics leisure+sports logistics On a par Soccer fever automotive logistics once again managed to stand June 7 was the kickoff for EURO 2008 – from that up to the competition during the last business year point on, soccer was a priority all over Europe. – despite the highly competitive environment – and Thanks to leisure+sports logistics, there was no thus braved the beginnings of the financial crisis. hint of boredom in the stadiums – even when the In 2008, the Competence + Solution Center as- beloved ball was not in play. sumed responsibility for the regional forwarding More than 1.1 million people watched the battle from Bulgaria on behalf of the largest European auto- for European Championships trophy at first hand mobile manufacturer. “We now handle transport in the stadiums. leisure+sports logistics made sure from Bulgarian suppliers to more than 30 factories that entertainment was offered when the ball was and consolidation points across Europe,” says Kurt not in play. “We were responsible for distributing Pichler, Head of Business Development Automo- all the equipment for the supporting program be- tive. He believes a further expansion of the partner- fore kick-off, during half-time and after the end of ship would be beneficial: “This cooperation auto- the game,” says Klaus Bannwarth, Product Manager, matically leads to further links to other brands with- who established contact with UEFA. The group in the group.” Two more companies have also been branches in Hall, Basel, Salzburg and Pöchlarn de- added to the inbound network of which utility ve- livered the required equipment in good time both hicle manufacturer Scania is a member. Their trans- in Austria and in Switzerland from one venue to the ports are made from the same supplier to factories next. “Team work” proved to be a success factor. in South Sweden. An exclusive cooperation agree- “Logistics for an event of that magnitude can only ment for Austria was drawn up with one of these work with a strong network,” says Bannwarth. new customers, a world-wide leader in seat systems. In the midst of the “europhoria”, the wellness An evaluation of Slovakia is scheduled for 2009. and fitness trend continued. The desire for physical automotive logistics continues to expand its pro- well-being boosted sales figures in many segments curement logistics cooperation with the automotive of the sports and leisure time industry, despite suppliers F. S. Fehrer Automotive, Grammer and the the economic crisis. And more and more producers Danaher Motion Group. Pichler is pleased to have of sports goods decided to outsource logistics to had its contract with a renowned German steel pro- a competent partner. Klaus Bannwarth says the in- ducer renewed until the end of 2009. “Cooperation crease in new customers is enormous and he be- with the Romanian organisation of the biggest lieves that the reasons for this include: “We scored German car manufacturer in Hungary, Romania and above all with individual solutions and correspond- the Ukraine in the after sales domain has revealed ing added-value services.” Since 2008, leisure+ a very positive development.” sports logistics has handled distribution in Central Kurt Pichler is pinning his hopes on the new and Eastern Europe and Italy for Burton Sportartikel boom region of Central Serbia for 2009. The auto- GmbH which has its headquarters in Innsbruck motive manager reports: “Up until the third quarter and includes brands such as Gravis, Analog or RED. of 2008, we developed a number of concepts However, the leisure+sports team also managed and offers for our customers.” However, when the to increase existing business. The focus on Service economic crisis affected the automotive industry, Excellence over the past year made an impact. the implementation of such developments was post- “The quality level has been steadily increasing,” poned. Despite the cost pressures, Pichler intends says Bannwarth. “Many of our customers such as to benefit from the crisis and to position Gebrüder Adidas or Reebok have rewarded our commitment Weiss automotive logistics on a par as a reliable par- and intensified our partnership.” tner – and the best in its class.
  • 30  31tectraxx high tech logistics one source. “When it comes to transport logis- tics, we definitely benefit from our surroundings,” he adds, „both from the parent company Ge-A revolution for repairs brüder Weiss and the subsidiary DPD.” Leuthner isRepair logistics are a top priority for tectraxx. And pleased that tectraxx now has flexible and effici-with good reason: the high-performance future- ent structures. “No other service provider canproof solution created by this high-tech logistics establish them easily.”company is already being used by renownedelectronics groups. The question of what was the highlight of 2008is easily answered: “Of course that would be theAustria-wide implementation of repair logistics forSamsung Electronics,” says Wolfgang Leuthner,Branch Manager tectraxx. The high-tech logisticscompany has overall responsibility for carrying outrepairs for the world market leader in LCD displaysand color laser multifunctional devices. SinceNovember, tectraxx has been handling deliveriesbetween the end customers, vendors and servicepartners in charge of the repairs on behalf ofthe electronics group. Moreover, tectraxx offersadditional services such as packaging on site,functional checks, installation work and documen-tation of the entire process. “Large groups such as Samsung are becomingincreasingly aware of the fact that complex struc-tures in the repair process are simply not up to dateanymore and are (too) expensive,” says WolfgangLeuthner. “The cost of repairs has long reached itslimit and transport costs continue to surge.” Thedemand for an outsourcing partner in this fieldis ever on the increase. In order to be prepared forfuture challenges, tectraxx is continuing to expandits repair logistics capacities. On December 31,2008 the high-tech logistics company took over thelargest repair workshop for brown goods and in-formation technology in Austria, MCL Unterhaltungs-elektronik Service GmbH. With 18 employees, thecompany deals with customers such as Samsung,Sharp, JVC, Grundig, Yamaha, Loewe and Marantz.“After the merger, these companies automaticallybecame logistics customers of tectraxx,” saysLeuthner about the reputable names on thereference list. Wolfgang Leuthner points out that customersin the repair and service domain usually look for aprovider offering the entire range of services from
  • Department Reports personnel development offer English courses for trainees almost group-wide and we support their participation in Orange College seminars, our company’s training and advanced Living networks training program. A new trainee portal on the intra- Helmut Schöpf sums it up: “It is our task to support net will accompany our junior staff on the path committed staff members in order to continue from ‘branch thinking’ to the group vision.” Service challenging the competition.” In 2008, the Head of charges and trainee bonuses within the company Personnel Development and his team again set have been standardized and communicated inter- important sights for the future. nally insofar as this is legally possible. The person- “The future is orange” – since 2004, this has nel development managers have also focused been the motto for the participants of “Orange on the training supervisors, who are now employed Future”, the trainee program for young university within each branch. This included a customized graduates and high potential individuals in the advanced training program. “Forming young people company. This program is now being carried out into efficient staff members is a very important in English and German for the first time. Helmut task,” says Schöpf. “We would like to support the Schöpf describes it as a fundamental change, bene- training supervisors in this task as best we can.” ficial in particular to staff in Central and Eastern Europe. He adds: “Strengthening the middle ma- The power of values nagement on the future markets is one of our top 2008 was also the year of the orange way. The Per- priorities.” Highly qualified individuals with promis- sonnel Development division initiated the “Employ- ing potential and a good background are not only er Branding” project with the goal of reinforcing sought after in the CEE region, but rather on a the “Employer Brand Gebrüder Weiss.” “The way in group-wide basis. “In the past, we offered a spe- which a company is regarded as an employer on cial course on the topic of executive development the labor market is essential for its image,” Schöpf every two or three years,” says Schöpf. „Due to says of the initiative and continues: “GW’s core the increased demand, two such executive devel- values are communicated beyond the confines of opment programs have been launched and / or the group through personnel work and marketing, completed over the past year.” Gebrüder Weiss is but they also focus inwardly on the staff – and that ready to face the challenges of the future with its is an issue that is frequently neglected.” For this qualified and motivated executive team. reason, a qualitative survey was conducted to deter- mine which values staff members of all ages and Networking together positions associate with their employer. “Based on The Personnel Development division also focused these results, we can implement targeted measures on staff with a background in freight forwarding. in future in order to support our company’s culture The “GW-plus” support program for young pro- such that it can be observed and experienced fessionals was tailored to this group. “Between by our staff and transmitted to the outside world.” January 2008 and October 2009, we are organizing regular seminars on GW-specific topics and in the field of personality development,” Schöpf reports. The objective is to provide the 37 participants with insight and perspectives both within the orange world and their personal world and to promote fun at work. Here too, “networking” was a focal point. Currently, almost 200 young people in Austria, Germany and Switzerland complete their training with GW. Helmut Schöpf explains that a lot has been achieved in the training field since 2007: “We
  • 32  33it-services PC world in 2008. Klaus Heim recalls: “When we integrated the Slovakian company M&G into our systems in 2006, we realized that some of the staffHigh level availability spoke neither German nor English well.” As a con-The highest possible security across the data net- sequence, a solution was developed to offer thework, the development of a multi-lingual PC world Windows and Office environment group-wide in theand optimized support of the operational proces- most important national languages. Since Decem-ses – the IT Services’ capacities were once again ber, PC users have been able to select betweenput to full use in 2008. Czech, Hungarian, Mandarin and Taiwanese – not The forwarding and logistics business would just German and English. In order to facilitate this,not be feasible without stable, efficient information more than 300 man days were invested. Heim istechnology. Therefore, the group’s IT department satisfied that feedback from the regional IT depart-is also responsible for the high level of system avail- ments is good and the staff have accepted theability. Klaus Heim, Head of IT Services, explains: opportunities offered.“It is our task to ensure that business-relevant app-lications run around the clock.” Furthermore, pre-cautions must be taken to avoid any data loss. The “Tuning” of internal processesmagic word is redundancy. Data centers, servers, The “Operational Excellence” project (“OpX”) wasemergency power supply etc. run at least in dup- launched as early as 2007 with the objective oflicate within GW. Operations can thus continue in continuously optimizing the operational processesthe event that the energy supply is disrupted, a within Gebrüder Weiss – and informational tech-server malfunction occurs, data becomes damaged nology plays a key role in this project. Togetheror an entire data center fails. In 2008, as part of the with Land Transport Product Management, the staff“Business Continuity” project, all operation-critical of IT Services also tackled technical innovationsapplications and data bases were comprehensively and improvements in 2008. In this context, Klaustested for their system stability and improved Heim would like to highlight the final push concern-where necessary, Klaus Heim reports: “Moreover, ing the implementation of mobile communications:we started developing an emergency manual to “After three years of work, this major project is nowavoid wasting time in the event of a major inci- almost complete.” With a few exceptions, all of thedent.” From now on, the comprehensive tests will relevant regions within WeissLand were integratedbe conducted as a matter of routine once a year in the group-wide solution in 2008. Consignmentsin order to further increase the security of the GW can now be recorded electronically with scanners,data network. the relevant data is transmitted to the IT systems in real time and GW customers can access thisGrowth at Gebrüder Weiss within a short period of time. “The technical basisDuring the course of the year, the Wolfurt team for transparent transport has been established,”was busy integrating the new group branches and says Heim in summary. Now, the processes mustlocations into the company’s IT networks. In spring, be optimized continuously and the quality mustGebrüder Weiss acquired the companies Aersped be improved – in accordance with the spirit ofand Freight Factory International in Zurich and to- “Operational Excellence”. Other “OpX”-activitieswards the end of the year the freight forwarder MSV of the IT-Services included the implementation of ain Basel was taken over. Furthermore, the first intra- production monitor, making day-to-day businessgroup branches in Bosnia-Herzegovina and Japan more transparent in relation to the haulage process.were established in 2008. GW Czech Republic Moreover, the loading device management wasalso took over the land and logistics business of expanded, as barcode scanning means that notHellmann Worldwide Logistics. A company take- only europallets can be electronically recorded,over was the trigger for designing a multi-language the wire mesh containers, frames and covers can
  • Department Reports “ In 2008, employees in the IT services The use of scanners now means that consignments division worked intensively with the land can be electronically compiled and the relevant data transport product management towards transmitted to the IT systems in real time. ” technical developments and improvements.
  • 34  35be documented too. According to Heim, “this is “The Federal Ministry for Finance brought us on-the first step towards fully automatic loading device board as part of the AEO pilot project,” Thomasmanagement and better control of loading device Zeillinger, GW’s customs officer, reports. “Asmovement.” “OpX” will continue to pose challenges a result, we were able to apply for the status offor his team, says Heim. “And that is a good thing,” Authorized Economic Operator at the earliestsays the Head of IT. He is convinced that the entire possible point.” Following comprehensive reviewsorganization benefits if internal processes are of the various company divisions, we receivedaccelerated or at least simplified through even the AEOC certification for customs simplificationbetter IT support. as early as April 2008. The top priority for Gebrüder Weiss was above all the quality aspect – in addition to ensuring EU-wide recognition of this certification and the associated simplification to customs regulations. Zeillinger believes that the AEO certificate is acustoms services seal of quality, demonstrating the company’s high level of reliability. “It will be an additional impor- tant sign of quality for customers and businessSeal of quality for customs clearance partners alike.” The positive impact on customsGebrüder Weiss was Austria’s first “Authorized clearance will be evident as early as 2009.Economic Operator” in 2008. It is not just the shipping and transportationindustry which requires a secure supply chain, theadministration wants this too. The EU has revisedits Customs Code in order to provide more securityin the movement of goods within the EuropeanCommunity. Until 2009, measures will be graduallyimplemented which standardize customs checksamong other things and increase protection of theexternal borders of the EU. For socalled “Authoriz-ed Economic Operators” (AEO), customs clearancehas been significantly simpler since the beginn-ing of 2008. Once again, Gebrüder Weiss was oneof the pioneers: the logistics group was thefirst Austrian company to be awarded the AEOcertificate.
  • Aiming for the sky!Higher, faster, further?Without a goal, GPS cannot be of any help: objectives keep us grounded andshow us the way to the future – today more than ever. She could just relax. Be proud of what she has achieved. Andbreathe easy for once. But she doesn’t. She is aiming for the skies – both figu-ratively and in reality. Gerlinde Kaltenbrunner from Upper Austria is the bestmountaineer in the world. At the age of 38, she climbed eleven of the fourteen8,000 m peaks. Using her own strength alone. Only Mount Everest, K2 andLhotse are still missing from her impressive collection. Ms. Kaltenbrunner hasseen fellow climbers die, had to deal with setbacks and overcome injuries.However, she has never lost track of her objectives. Objectives are not a purpose in themselves. They are guiding stars,giving us direction. The Romans used to say per aspera ad astra – in otherwords: You have to have objectives in order to achieve them. And these are notfixed dogmas. In order to remain effective, they sometimes change their “ap-pearance”. Sometimes one specific star shines very brightly in the sky; some-times it is another. The most important thing is to look up at the sky regularlyto see whether the guiding stars still meet one’s expectations. Should this notbe the case (any more), flexibility is a must. Without regular checking, objec-tives turn into mere illusions. Those who do not question their objectives fromtime to time and change them where necessary, lose sight of them. Soundsquite easy, doesn’t it? But why is man so attracted to tangible objectives? Whatimpact do they have on our everyday life – and can we succeed without them?According to science, the answer is: no. Scientists from all disciplines have been concentrating on the term“objective” for a long time now. Economists and social scientists in particularhave long been seeking answers to the question: why do we need objectives?This is also true of the great Austrian philosopher Karl Popper. Or the Cana-dian Raymond Hull, who died in 1985. Both Mr. Popper and Mr. Hull looked atman’s desire for objectives. According to them, a high level of individualismis required in order to set goals for oneself. People setting goals for themselvesmust know who they are and where they come from. Like trees in soil, greatobjectives spring from a basis of experience and an awareness of one’s ownskills. Only rarely can objectives be forced upon someone. They will simply donot work without personal willpower, passion and motivation. Who feels onehundred percent passionate about the objectives of another person?
  • 38  39Irrespective of whether this refers to a company or a nation, a school classor a family: setting objectives requires personal commitment and achieving orchanging them requires motivation.Cross heading: Lucky coincidencesDespite all our abilities to plan: sometimes coincidence is the best thing tohappen to goal-oriented people. As is often the case, it all depends on whatyou make of it. In the case of the mountaineer Gerlinde Kaltenbrunner, theminister at her church took her up into the mountains in Upper Austria afterthe sermon on Sundays – and this helped give her life direction. However, notall objectives we set for ourselves need be a life-time goal. In order to findourselves at the right place at the right time, we do need a dose of luck – andplenty of flexibility, both in our thinking and in our actions. This equation ap-plies in particular to situations in which our fixed goals are knocked on thehead. Whenever the order situation changes suddenly due to external influen-ces, whenever a customer communicates completely different requirementsovernight or whenever circumstances indicate that this may occur. Adjust-ments must then be made to goals as well as one’s own objectives, in order tomeet both one’s own, greater objectives and those of the customer or partner. Anticipation, i.e. the ability to foresee certain developments ortrends, helps us find adequate objectives. Those who begin to set themselvesmodified objectives at an early stage will have a significant head start. Thisapplies to all areas of life and the economy, i. e. in case the tourism industrywhich must adjust to the consequences of climate change and many Austrianwinter sports regions which must make plans for a future with less certaintyof snow. However, we should not overdo it. Overly ambitious goals, e.g. if a skiresort attempts to market itself as a destination for sunbathing holidays, donobody any good. Overshooting an objective in the heat of the moment meansthe objective has not been achieved – the same is true of an objective forwhich there are inadequate resources available. The opposite of “good” is only“wellmeant”.
  • Aiming for the sky Personal goals and the ambitions of the company are not always the same. However, even a partial overlap can create a win-win situation, beneficial for individual staff members, customers and the company as a whole. Only by constantly listening to the customer’s wishes is it possible to help the customer achieve his or her goals as well as one’s own objectives. It is also necessary to review your objectives regularly in terms of validity and feasi- bility – otherwise you will soon find yourself without. Careful listening and inquiring and questioning what you have learnt are all tools which can help you to identify the wishes and objectives of the customers. If the customer is always right, flexible thinking is an ab- solute must. Have the customer’s objectives changed? Will I be able to im- prove my work in such a way that the customer can achieve his or her goals more quickly, easily and efficiently? In their quest for objectives, attentive companies paying attention will deal with more questions than answers. And even more important: why are we doing this and for whom? In fact, it is quite simple: first and foremost, for the customer. Just do it Just like the mountaineer Gerlinde Kaltenbrunner, whose entire ambitions are focused on the peaks, a commercial enterprise makes every effort to achieve the objectives defined in line with the company’s philosophy. The principle of “walk the talk” means that promises must be kept. In terms of achieving goals, “walk the talk” means that each link in the chain must contribute something to the success. This also means that a supervisor must experience the objectives he /she sets for him / herself and the team, in order to be credible. If the supervisor manages to motivate the employees, he / she has taken a big step in terms of contributing to the company’s overall success. A motivated forward-thinking employee offers the best guarantee that ambitious objectives can be achieved. And it doesn’t matter whether it is the objective of an individual department or a corporate target.
  • 40  41For example, if the top priority is to supply customers and partners withthe best quality at all times, this seems obvious at first glance. Who wouldn’twant to say that about themselves? However, this priority is definitely nottrivial. Every objective has its place in a deeply rooted hierarchy. The philo-sophy of science defines it as follows: the hierarchy of objectives describesthe hierarchal status of a number of sociopolitical and politico-economicobjectives. Their position in the hierarchy is also expressed in the goal-meansrelationship. This means: the hierarchy of objectives also involves estimatingwhat effort is required at what point in order to achieve an objective.Flexibility means freedomLong-term planning in particular requires a company to have great stayingpower. Interim objectives are milestones and show the direction, provided theyare planned properly. Just as individuals set themselves large and small tasks,companies set objectives and interim objectives, which may be adjusted inthe event of inaccuracies or problems arising. Does the path lead to the goal?Or has the goal changed? It is certain that flexibility leads to the goal. Firstthings first as the Americans say. Long-term planning offers perspective whileshort-term flexibility gives us the freedom to be creative. Often the obvious andeasily visible things are affected by tunnel vision – the result of routine – andas such do not offer the quickest progress on the path to success. Those whounderstand that the route to the goal is often thorny and rarely streamlinedand straight, have already made a great deal of progress. The hierarchy of ob-jectives also means identifying superior, interim and subordinate objectives,defining them, and – and this is the crux – formulating them in words. According to the scientists, the interconnections between the in-dividual goals, irrespective of their hierarchy status, must be complementary,i. e. they must build on one another. What does this mean? Let’s stay withour climbing image: if a climber plans on climbing Mount Everest in one go,he will fail. He has set a goal for himself that he cannot realistically achieve.
  • Aiming for the sky However, if the mountaineer manages to keep one eye on the peak while still concentrating on interim objectives, i.e. base camps and bivouacs, he will be able to achieve his objective through his own efforts. Theoretically, this means that achieving one goal does not jeopardize or even rule out achieving another goal. We can assume that most companies aim to generate as much profit as possible. Normally, maximizing sales is a relatively safe way of achieving this objective. However, this does not change the fact that having the cou- rage to face objectives is always worthwhile. Naturally, this theory assumes an ideally planned, meticulously and consistently designed goal focus, as is required in high-performance sports and as is essential for mere survival in the case of mountaineers. In real life, in our everyday lives, humans are not perfect and the nature of the day or other differences often play an essential role. It helps to regularly set smaller goals that are easier to achieve and which complement one another. A clear descrip- tion and declaration of these goals for ourselves, our environment and our partners, enhances visibility. Reliability, resilience, flexibility, accuracy: these four buzzwords form the basis for a successful goal-focused approach. Alternatives In normative decision theory, used by psychologists to identify why people act in a certain way or not, objectives play a fundamental role. Objectives de- termine how we evaluate an alternative in comparison to another alternative. This means: without objectives, we do not know where the journey will take us. Objectives define the behavioral rules for our decisions. This applies as much to the economy as it does to sports, where the principle of “higher, faster, further” defines significant goals.
  • 42  43A person who knows that he /she is required to generate the highest turn-over possible for the company will act differently when deciding whether toaccept or reject orders to someone whose objectives are not linked to salesfigures. Similarly a triathlete who knows that he will only achieve his /hergoals by training very hard, e. g. swimming, can act and decide accordingly.The task of defining the content of an objective means defining which re-sults of an action are to be taken into account during the evaluation. Andwhere the path to the stars will take us. One thing is for certain: We don’talways know in advance where we will be at the end of the day.
  • Wolfgang Bösch What do objectives mean to you? + + + + + Generally, objectives are concrete, measurable quantities that you either define for yourself or that others define for you. In order to achieve objectives, perseverance and persistency are required, but also the flexibility required to take a detour if needed. Any objectives not achieved require more detailed analysis, as only by knowing the cause can further mistakes be avoided or minimized. What was your objective when you started working for GW 35 years ago? + + + + + The primary objective of my first job was to establish cost and contribution margin accounting. 1974 was one of the few but intense years of crisis in my 35-year GW career. The first oil crisis triggered massive profit slumps. Transparency of cost structures and increased cost aware- ness were essential in order to support management decisions. Are you currently pursuing a certain objective? + + + + + During my final five years of my employment with GW, I would like to serve the company with my extensive experience and my strengths. This may involve personal con- tact with customers, key account projects or supporting young employees of GW who are willing to learn more. Do you believe that objectives change? + + + + + Goals in life change when a person’s values change. Business objectives are adapted to new frame- work conditions. The current recession is leading to objectives being adap- ted, even though the material strategies and directions are not discarded. Do you have private objectives that are particularly important to you? + + + + + In my private life, non-quantifiable values are often a priority. To me, health is more important than anything else – and I try to do my best to maintain my health. Another important issue is to be involved and take part in activities within my network of family and friends. My private life has some- times suffered during my many years of professional work.
  • Generally, objectives are concrete, measurable quantities. 44  45Wolfgang Böschstarted his career with GW in 1974 in Bregenz. Over the following years,he held various management positions at an international level. Todayhe is responsible for central logistics acquisitions.
  • Thomas Forster What do objectives mean to you? + + + + + Objectives accompany us every day – from budget planning and controlling to the direct objectives of indivi- dual dispatchers to achieve full capacity for their trucks. In my opinion, clear specifications and good controlling tools as well as reasonable discipline play an important role in achieving objectives. What was your objective when you started working for GW? + + + + + More than 22 years ago, when I started working for GW, my objectives were not structured and communicated as clearly as they are today. However, my main objective has always been GW’s economic success. On this basis, I would like to secure and expand our quality leadership. Are you currently pursuing a certain objective? + + + + + My personal ob- jective is always to achieve special benefits for customers and customer loyalty through partnerships. I would like to achieve this based on a team of experts who are able to speak openly about the strengths and weaknes- ses of their peers in order to find new solutions. Do you believe that objectives change? + + + + + Individual development is a continuous process. New influences change perspectives and thus lead to changed opinions, entailing new priorities. The different phases in life also influence a person’s objectives. Difficult economic circumstances and new framework conditions require different objectives than during “quiet times”. Do you have private objectives that are particularly important to you? + + + + + My private objective – and it doesn’t always work out – is to establish a good balance between my professional and my private life. Only then do I see the possibility of pursuing my personal objectives consistently and in the best interest of our customers and GW, as well as being happy and in my private life.
  • Objectives accompany us every day. 46  47Thomas Forsterhas been working for GW for 22 years and is responsible for the productWeiss24 in Wolfurt. As a key account manager, he serves as the initialcontact for renowned corporate clients.
  • Living aimlessly leaves you without prospects.Melanie Röhr Melanie Röhr has been working in Customer Service at Gebrüder Weiss Parcel Service/DPD in Sulz since November 2007.
  • 48  49What do objectives mean to you? + + + + + They are very important tome. Objectives provide me with the opportunity to define my path and planand/or control my life. I subdivide my objectives into sub-objectives. Thus,they are easier to achieve and I remain motivated. Living aimlessly leavesyou without prospects.What was your objective when you started working for DPD? + + + + +I did not have a clear objective when I started working for DPD, since DPDitself was my objective. At that time I wanted to switch from my formeroccupation to the transport industry, and when I was offered the opportu-nity I took it.Are you currently pursuing a certain objective? + + + + + No, currentlyI am attempting to redefine both my private and my professional goalsin order to change direction. I have achieved many of the objectivesI set for and due to new circumstances in my life, my objectives and mywishes have now changed as well. However, one objective remains –the fulfillment of my childhood dream.Do you believe that objectives change? + + + + + Objectives can change,just like life changes. Changes occur all the time, and we all mustredefine ourselves and our objectives. The reasons for this are many andvaried. Every new phase of life entails different objectives. When I wasa child, I wanted to become a firefighter, now I want to further my careerwith DPD.Do you have private objectives that are particularly important to you?+ + + + + Yes, as I have already mentioned. When I was a child, my dreamwas to swim with dolphins. This objective is very important to me. How-ever, it has always taken the back seat. Now is the right time to fulfillmy dream.
  • Some objectives are worth fighting for.Walter Schneider Walter Schneider started his career with GW in the summer of 1964 in Lustenau. Before moving to Shanghai in 2003, he held various management positions in the air and sea freight divisions. Following hand-over of the country management in China, he was assigned new tasks in Austria.
  • 50  51What do objectives mean to you? + + + + + Objectives are part of life.Some last over decades, some change. Times are now more short-lived.Therefore objectives too must become more short-term in order to cutdown on reaction times. However, they cannot fully replace medium andlong-term objectives.Which was your most important objective when you started working forGW 45 years ago? + + + + + I wanted to move abroad. That was one of theobjectives that stayed with me. When I started working in Lustenau, I wasfascinated by the international air and sea freight business. That is why Irelocated to England in order to learn the language. The Latin and AncientGreek I learned in school would not have been much help.So you have to fight for your objectives? + + + + + Yes, some objectivesare worth fighting for. Each individual must decide for him or herself whichare worth the effort, as objectives may change. My professional objectiveof working abroad took me to Shanghai. When I was offered the opportunityto work in China in 2003, I took the chance and never regretted it.What is the significance of objectives in China? + + + + + I cannot answerthis question as objectives are primarily individual. During my 5 ½ yearsin China, I did notice that objectives are viewed on a different time scale.They are more short-term.Your objective was to live abroad. Why is that? + + + + + I wanted to getto know new cultures and face new challenges. Conducting business inAfrica is totally different from conducting business in China, for example.It is important to adapt to the people and situations in question. To me,this very challenge is what makes my work so appealing still today.
  • Objectives turn into success.Doris Ritter Doris Ritter has been working with GW since 1972; since 2000, she has been responsible for Sales in the Feldkirch/Bludenz branch.
  • 52  53What do objectives mean to you? + + + + + Dreams and visions, bothin my private and my professional life, require objectives in order tobe achieved. Where am I now, where do I want to go? In my profession,especially in the sales department, objectives are essential. Naturally,they must comply with the objectives of the group, so the company cancontinue on its successful course. Objectives turn into success.What was your objective when you started working for GW 37 years ago?+ + + + + At that time all I wanted was to start working and get away fromschool! To me, it was important to complete a real – as a “girl”. I actuallywanted to train to become a forwarding merchant. However, I was advisedagainst that choice; at that time, it was an occupation for men only. I amglad that I have now reached my objective, training as an office clerk alongthe way.Are you currently pursuing a certain objective? + + + + + Over the pasttwo years, I have completed a three-part series of seminars. I can nowuse the valuable insight I gained here in my work. I like to turn theoreticalknowledge into hands-on experience. In today’s difficult times, this tendsto become a very challenging objective.Do you believe that objectives change? + + + + + Absolutely. Each of usand our surroundings change continuously. At the age of 20, different thingsare important than at the age of 50. If we didn’t change our objectives, wewould be forever stuck in the past.Do you have private objectives that are particularly important to you? + ++ + + My husband and I like to travel. In the summer we travel to Greece,in the winter we prefer Asia. For various reasons, we have not been able toundertake any long-distance travel over the past three years. Papua NewGuinea has been at the very top of our wish list for a long time. However, weare now looking forward to a summer in Greece on our trikes.
  • Roland Werenka What do objectives mean to you? + + + + + For me, objectives are funda- mental stimuli. I take on board many things from the world of sport. Defining and persistently pursuing objectives is my philosophy in life. However, this single-minded attitude is not always an advantage, in particular when trying to achieve a good work-life balance. . What was your objective when you started working for GW? + + + + + In 1991 I would have done (almost) anything to work for GW! When I was hired, I set more challenging sub-objectives for myself. Initially, I didn’t want to be the one getting lunch every day, then I wanted to be the best at filing – not making any mistakes but still working fast – whoever was fast at filing was assigned more demanding tasks. Are you currently pursuing a certain objective? + + + + + I always pursue several objectives at the same time. Professionally-speaking, I would like to lead my team to ensure that we can provide a good service and stable, well- performing software for our branches. And it should all be able to function perfectly whenever I am not there. In this way, I am always ready for new tasks and challenges – and you always get those at GW! Do you believe that objectives change? + + + + + Objectives constantly change – and that is a good thing. Every day, we encounter numerous factors which affect our objectives. This does not mean that I reset my objectives every day. The focus must remain on the long-term objectives. However, we should not forget to always cast a critical eye over the strategies employed to achieve these objectives. Do you have private objectives that are particularly important to you? + + + + + My team is scattered across several locations. Therefore, on a per- sonal level, my objective is to spend more time with family and friends. I also face sporting challenges as a player in the Upper Austrian Inline Skater Hockey League.
  • For me, objectives are fundamental stimuli. 54  55Roland Werenkastarted working for GW in 1991 as an apprentice and worked inseveral branches before transferring to the IT department in 1996.Today he is responsible for land transport in the IT Services division.
  • Gebrüder WeisslocationsHEADQUARTERS Gebrüder Weiss  Gebrüder Weiss  Gesellschaft m.b.H. Gesellschaft m.b.H.Gebrüder Weiss  6923 Lauterach, Austria 4600 Wels, AustriaGesellschaft m.b.H. Bundesstraße 110 Terminalstraße 916923 Lauterach, Austria T +43.5574.696.0 T +43.70.7655Bundesstraße 110 F +43.5.9006.2600 F +43.70.7655.790T +43.5574.696.0 gw.lauterach@gw-world.com gw.ooe@gw-world.comF +43.5.9006.2609service@gw-world.com Gebrüder Weiss  Gebrüder Weiss  Gesellschaft m.b.H. Gesellschaft m.b.H. 4020 Linz, Austria 6961 Wolfurt-Bahnhof, AustriaLAND TRANSPORT Prinz-Eugen-Straße 33 Senderstraße 26, Postfach 3 Postfach 309 T +43.5574.696.0Austria T +43.732.7655.0 F +43.5574.696.1110 F +43.732.771311 gw.wolfurt@gw-world.comGebrüder Weiss  gw.ooe@gw-world.comGesellschaft m.b.H. Gebrüder Weiss 6700 Bludenz, Austria Gebrüder Weiss  Gesellschaft m.b.H.Äuleweg 14-16, Postfach 22 Gesellschaft m.b.H. 6300 Wörgl, AustriaT +43.5522.334.0 2326 Maria Lanzendorf, Austria Gewerbepark 9F +43.5522.334.533 Wiener Straße 26 T +43.5332.70011gw.bludenz@gw-world.com T +43.1.79799.0 F +43.5332.70011.25 F +43.1.79799.7100 gw.woergl@gw-world.comGebrüder Weiss  gw.wien@gw-world.comGesellschaft m.b.H. Germany6800 Feldkirch, Austria Gebrüder Weiss Reichsstraße 149, Postfach 29 Gesellschaft m.b.H. Gebrüder Weiss GmbHT +43.5522.334.0 9063 Maria Saal, Austria 88131 Lindau, GermanyF +43.5522.334.41 Wutschein 46 Heuriedweg 20gw.feldkirch@gw-world.com T +43.4223.5050.0 T +49.8382.708.0 F +43.4223.5050.3500 F +49.8382.708.300Gebrüder Weiss  gw.kaernten@gw-world.com service.lindau@gw-world.comGesellschaft m.b.H.8055 Graz, Austria Gebrüder Weiss  Gebrüder Weiss GmbHAlte Poststraße 376, Postfach 18 Gesellschaft m.b.H. 87700 Memmingen, GermanyT +43.316.2904.0 3380 Pöchlarn, Austria Karatasstraße 6F +43.316.296515 Manker Straße 55 T +49.8331.9844.0gw.graz@gw-world.com T +43.2757.4004.0 F +49.8331.9844.225 F +43.2757.4004.4860 service.memmingen@ Gebrüder Weiss  gw.poechlarn@gw-world.com gw-world.comGesellschaft m.b.H.6060 Hall, Austria Gebrüder Weiss  Gebrüder Weiss GmbHLöfflerweg 35 Gesellschaft m.b.H. 90431 Nürnberg, GermanyT +43.5223.206.0 5020 Salzburg, Austria Kirchhoffstraße 2F +43.5223.206.324 Robinigstraße 57, Postfach 159 T +49.911.958886.0gw.hall@gw-world.com T +43.662.88912.0 F +49.911.958886.20 F +43.662.88912.3800 service.nuernberg@gw-world.com gw.salzburg@gw-world.com
  • 58  59Gebrüder Weiss GmbH Gebrüder Weiss EOOD Gebrüder Weiss spol. s r.o.94036 Passau, Germany 9000 Varna, Bulgaria 251 01 Říčany – Jažlovice,Industriestraße 14b 5th Floor, Office No 15 Czech RepublicT +49.851.807.0 Devnya Str. 12 B Zděbradská ul.F +49.851.807.10 T +359.52.612.111 T +420.323.209.260service.passau@gw-world.com F +359.52.612.414 F +420.323.209.200 gw-bulgaria@gw-world.com gw.czech@gw-world.comSwitzerland Croatia Gebrüder Weiss spol. s r.o.Gebrüder Weiss AG 25219 Rudná, Czech Republic9423 Altenrhein, Switzerland Gebrüder Weiss d.o.o. K Vypichu 986Werftstrasse 1 10000 Zagreb, Croatia T +420.311.659.659T +41.58.458.5511 Jankomir 25 F +420.311.659.669F +41.58.458.5522 T +385.1.3436.945 gw.czech@gw-world.comservice.altenrhein@gw-world.com F +385.1.3871.834 gw.croatia@gw-world.com HungaryGebrüder Weiss AG4133 Pratteln, Switzerland Czech Republic Gebrüder Weiss Kft.Dürrenhübelstrasse 4 2330 Dunaharaszti, HungaryT +41.58.458.5015 Gebrüder Weiss spol. s r.o. Raktár u. 2., Pf. 33.F +41.58.458.5055 370 04 České Budějovice, T +36.24.506.700service.basel@gw-world.com Czech Republic F +36.24.506.705 Žerotínova 1 gw.hungary@gw-world.comBosnia-Herzegovina T +420.387.315.468 F +420.387.315.470 Gebrüder Weiss Kft.Gebrüder Weiss d.o.o. gw.czech@gw-world.com 4220 Hajdúböszörmény,71000 Sarajevo, Bosnia- HungaryHerzegovina Gebrüder Weiss spol. s r.o. Külsö-Szoboszlói út 1.Dzemala Bijedica bb 664 42 Modřice, Czech Republic T +36.24.506.810T +387.33.777.500 Central Trade Park Modřice, F +36.52.371.250F +387.33.777.500 Evropská 870 gw.hajdu@gw-world.comgw.bosnia@gw-world.com T +420.548.427.236 F +420.547.217.102 RomaniaBulgaria gw.czech@gw-world.com Gebrüder Weiss S.R.L.Gebrüder Weiss EOOD Gebrüder Weiss spol. s r.o. 907015 Agigea, Romania6100 Kazanlak, Bulgaria 70030 Ostrava – Zábřeh, Jud.Constanta1, Starozagorska Str. Czech Republic Port Constanta Sud-AgigeaT +359.431.625.73 U Studia 2253/28 Dig Sud Cladirea Modulara B., F +359.431.641.95 T +420.597.010.120 Birou 104 Bilia.iliev@gw-world.com F +420.597.010.123 T +40.241.485.524 gw.czech@gw-world.com F +40.241.485.525Gebrüder Weiss EOOD office@gw-world.ro1582 Sofia, BulgariaProf. Tzvetan Lazarov Bldv. 97T +359.2.9700.400F +359.2.9700.431gw-bulgaria@gw-world.com
  • Gebrüder Weiss locations Gebrüder Weiss S.R.L. Gebrüder Weiss s.r.o. Ukraine 310299 Arad, Romania 040 01 Košice, Slovakia Industrial Zone Sth. Prešovská 4 TOW Gebrüder Weiss GmbH Ogorului Street T +421.55.729.8649 04070 Kiev, Ukraine T +40.357.423.913 F +421.55.729.8651 Naberezhno-Khreschatytska 3-A F +40.357.423.899 zakaznicky.servis@gw-world.com T +380.44.5361258 office@gw-world.ro F +380.44.4943975 Gebrüder Weiss s.r.o. valeriy.bordyuk@gw-world.kiev.ua Gebrüder Weiss S.R.L. 058 01 Poprad, Slovakia 600344 Bacau, Romania Hraničná 689/22 TOW Gebrüder Weiss GmbH Str. Izvoare, Nr. 117 T +421.52.772.4164 89600 Mukachevo, Ukraine T +40.334.405.412 F +421.52.772.4166 Wul. Kooperatiwna 46, F +40.334.405.413 zakaznicky.servis@gw-world.com Techno Center »Karpati« office@gw-world.ro Zakarpatska Gebrüder Weiss s.r.o. T +380.3131.37973 Gebrüder Weiss S.R.L. 903 01 Senec, Slovakia F +380.3131.37973 087015 Bolintin Deal, Romania Dial’ničná cesta 2 gw_andrianna@mk.uz.ua Str. Ithaca nr.800 T +421.2.4020.0500 T +40.372.678.500 F +421.2.4020.0560 F +40.372.678.551 zakaznicky.servis@gw-world.com AIR & SEA office@gw-world.ro Gebrüder Weiss s.r.o. Austria Gebrüder Weiss S.R.L. 965 01 Žiar nad Hronom, 550234 Sibiu, Romania Slovakia Gebrüder Weiss  Str. Henri Coanda, Nr. 12 Priemyselná 628 Gesellschaft m.b.H. T +40.369.438.655 T +421.45.672.7400 Air & Sea Terminal Innsbruck F +40.369.438.656 F +421.45.672.4702 6060 Hall, Austria office@gw-world.ro zakaznicky.servis@gw-world.com Löfflerweg 35 T +43.5223.206.273 Serbia Gebrüder Weiss s.r.o. F +43.5223.206.482 010 65 Žilina, Slovakia air-sea-innsbruck@gw-world.com Gebrüder Weiss d.o.o. Košická 2 11070 Novi Beograd, Serbia T +421.41.56.50660 Gebrüder Weiss  Beograd office park F +421.41.56.51918 Gesellschaft m.b.H. Djordja Stanojevica 12 zakaznicky.servis@gw-world.com Air & Sea Terminal Linz T +381.11.217.91.11 4063 Hörsching, Austria F +381.11.217.91.21 Slovenia Flughafen Linz-Hörsching office.beograd@gw-world.net Flughafenstraße 1 Gebrüder Weiss d.o.o. T +43.7221.64580.20 Slovakia 1000 Ljubljana, Slovenia F +43.7221.63824 Celovska cesta 492 air-sea-linz@gw-world.com Gebrüder Weiss s.r.o. T +386.1.5134550 831 06 Bratislava, Slovakia F +386.1.5134564 Na Pántoch 10 gw.slovenia@gw-world.com T +421.2.492.97900 F +421.2.492.97902 zakaznicky.servis@gw-world.com
  • 60  61Gebrüder Weiss  Gebrüder Weiss  Aersped AG InternationalGesellschaft m.b.H. Gesellschaft m.b.H. 8058 Zürich-Airport,Air & Sea Terminal Wien Air & Sea Terminal Wolfurt – HOH  Switzerland2326 Maria Lanzendorf, Austria 6960 Wolfurt, Austria Postfach 15Wiener Straße 26 Senderstraße 34/Postfach 40 Frachthof WestT +43.1.79.799.7770 T +43.5574.696.0 T +41.58.458.5600F +43.1.79.799.7771 F +43.5.9006.1920 F +41.58.458.5635air-sea-vienna@gw-world.com air-sea-wolfurt@gw-world.com aersped@aersped.chGebrüder Weiss  Germany Freight Factory International AGGesellschaft m.b.H. 8058 Zürich-Airport,Air & Sea Terminal Klagenfurt Weiss Ocean+Air Cargo GmbH Switzerland9063 Maria-Saal, Austria 20459 Hamburg, Germany Postfach 15 Wutschein 46 Herrengraben 3 Frachthof WestT +43.4223.5050.3480 T +49.40.54005.0 T +41.58.458.5640F +43.4223.5050.3503 F +49.40.54005.3932 F +41.58.458.5649air-sea-klagenfurt@gw-world.com office@woac.de info@freightfactoryintl.chGebrüder Weiss  Switzerland BulgariaGesellschaft m.b.H.Air & Sea Terminal Salzburg Gebrüder Weiss AG Gebrüder Weiss EOOD5020 Salzburg, Austria Air & Sea Terminal Basel Air & Sea Terminal SofiaRobinigstraße 57 4133 Pratteln, Switzerland 1582 Sofia, BulgariaT +43.662.88912.3700 Dürrenhübelstrasse 4 Prof. Tzvetan Lazarov Blvd. 97F +43.662.88912.3809 T +41.58.458.5170 T +359.2.9700.400air-sea-salzburg@gw-world.com F +41.58.458.5179 F +359.2.9700.431 air-sea-sofia@gw-world.comGebrüder Weiss  Aersped AG InternationalGesellschaft m.b.H. 8048 Zürich, Switzerland CroatiaAir & Sea Terminal Graz Hermetschloostrasse 128402 Werndorf, Austria T +41.58.458.5625 Gebrüder Weiss d.o.o.Am Terminal 1c F +41.58.458.5631 Air & Sea Terminal ZagrebT +43.316.2904.9405 seafreight@aersped.ch 10150 Zagreb-Airport, CroatiaF +43.316.2904.9412 Pleso b.b., P.O. Box 30air-sea-graz@gw-world.com Gebrüder Weiss AG T +385.1.6265211 Air & Sea Terminal Zürich F +385.1.6256491Gebrüder Weiss  8058 Zürich-Airport, air-sea-zagreb@gw-world.comGesellschaft m.b.H. SwitzerlandAir & Sea Terminal Wien Frachthof West, Büro 2-369 Czech Republic1300 Wien-Schwechat, Austria Postfach 388VIE-Speditionsgeb.Obj. 263/1 T +41.58.458.5200 Gebrüder Weiss spol. s r.o.T +43.1.7007.32444 F +41.58.458.5248 Air & Sea Terminal BrnoF +43.1.7007.33329 air-sea-zuerich@gw-world.com 66442 Modřice, Czech Republicair-sea-vienna@gw-world.com CTPark Modřice Evropská 870 T +420.548.427.234 F +420.547.217.787 air-sea-brno@gw-world.com
  • Gebrüder Weiss locations Gebrüder Weiss spol. s r.o. Gebrüder Weiss S.R.L. Slovakia Air & Sea Terminal Ostrava Air & Sea Terminal Cluj 700 30 Ostrava- Zábřeh, 407039 Cluj, Romania Gebrüder Weiss s.r.o. Czech Republic Str. Criseni FN, sat Dezmir Air & Sea Terminal Bratislava U Studia 2253/28 Comuna Apahida, Jud. Cluj 821 04 Bratislava, Slovakia T +420.597.010.161 T +40.372.770.897 Mokráň záhon 4 F +420.597.010.123 F +40.372.770.899 T +421.2.4920.5021 air-sea-ostrava@gw-world.com air-sea-cluj@gw-world.com F +421.2.4920.5050 air-sea-bratislava@gw-world.com Gebrüder Weiss spol. s r.o. Gebrüder Weiss S.R.L. Air & Sea Terminal Prague Air & Sea Terminal Constanta Gebrüder Weiss s.r.o. 16008 Prague 6, Czech Republic 900900 Constanta, Romania Air & Sea Terminal Košice Terminál Menzies/P.O. Box 132 Incinta Port Constanta 040 01 Košice, Slovakia T +420.220.113.609 Cladire Radacina Mol 3, Etaj 1 Prešovská cesta 4 F +420.224.281.054 Cam. 113-115 T +421.55.729.0356 air-sea-prague@gw-world.com T +40.241.480.955 F +421.55.729.8651 F +40.241.480.958 air-sea-kosice@gw-world.com Hungary air-sea-constanta@gw-world.com Slovenia Gebrüder Weiss Kft. Gebrüder Weiss S.R.L. Air & Sea Terminal Budapest Air & Sea Terminal Bucharest Gebrüder Weiss d.o.o. 2220 Vecsés, Hungary 075150 Otopeni, Romania Air & Sea Terminal Ljubljana Lőrinci út 59.C4 Str. Aurel Vlaicu nr.11C. Etaj 2,  4210 Brnik-Aerodrom, Slovenia Airport Business Park Cam. 8-10 Airport Ljubljana T +36.24.506.784 T +40.31.80.555.70 T+386.4.201.8492 F +36.29.352.901 F +40.31.80.555.69 F+386.4.201.8494 air-sea-budapest@gw-world.com air-sea-bukarest@gw-world.com air-sea-ljubljana@gw-world.com Italy Gebrüder Weiss S.R.L. Gebrüder Weiss d.o.o. Air & Sea Terminal Timisoara Air & Sea Terminal Koper Brigl Weiss Air & Sea Cargo SRL 300562 Timisoara, Romania 6000 Koper, Slovenia 39100 Bozen, Italy Str. Stefan cel Mare nr. 56, Etaj 2 Koper Seaport Mitterhoferstraße 1 T +40.356.463.723 Ankaranska cesta 7b-Rotonda T +39.0471.246.276 F +40.356.463.724 T +386.5.6638.530 F +39.0471.246.180 air-sea-timisoara@gw-world.com F +386.5.6638.535 info@briglweiss.it air-sea-koper@gw-world.com Serbia Romania Ukraine Cargo T. Weiss d.o.o. Gebrüder Weiss S.R.L. Air & Sea Terminal Beograd TOW Gebrüder Weiss GmbH Air & Sea Terminal Brasov 11070 Novi Beograd, Serbia Air & Sea Terminal Kiev 500152 Brasov, Romania Beograd office park 04070 Kiev, Ukraine Str. Turnului nr.5 Djordja Stanojevica 12 3-a Naberezhno- T +40.368.006.094 T +381.11.2179.088 Khreschatytska Str., of 23 F +40.368.006.094 F +381.11.3018.737 T +380.44.536.1258 air-sea-brasov@gw-world.com dimitrije.nikolic@gw-world.com F +380.44.494.3975 nickolay.tsarkov@gw-world.kiev.ua
  • 62  63WEISS-ROHLIG Weiss-Rohlig China Co., Ltd Weiss-Rohlig China Co., Ltd. 116000 Dalian, PR China 200021 Shanghai, PR ChinaCanada Rm 2110, MingShi Fortune Centre Rm 1712-1719, No. 20A, GangWan Road, 1 Corporate AvenueWeiss-Rohlig Canada Inc Zhongshan District No. 222 Hubin RoadMontreal, QC H9S 5J9, Canada T +86.411.3956.9111/39569222 T +86.21.6340.6000185 Dorval Avenue, Suite 301A F +86.411.3956.9000 F +86.21.6340.6858T +1.514.633.0006 dalian@weiss-rohlig.net shanghai@weiss-rohlig.netF +1.514.631.3330info-mtl@weiss-rohlig.com Weiss-Rohlig Hong Kong Ltd Weiss-Rohlig Hong Kong Ltd. 510620 Guangzhou, PR China 518001 Shenzhen, PR ChinaWeiss-Rohlig Canada Inc Unit 1510-1511, 15F,   World Finance Centre, Tower A,Toronto, ON M9C 5E9, Canada Baoli Fengxin Plaza, Suite 6B703 Evans Avenue, Suite 201 Building B, Tianhe Road No.242,  No. 4003, East Shennan RoadT +1.416.621.1600 Tianhe District Luo Hu DistrictF +1.416.621.5656 T +86.20.38395088 T +86.755.3306.3200info-tor@weiss-rohlig.com F +86.20.38104900 F +86.755.3306.3220 info-guangzhou@weiss-rohlig.com info-shenzhen@weiss-rohlig.comChina Weiss-Rohlig China Co., Ltd Weiss-Rohlig China Co., LtdWeiss-Rohlig China Co.,Ltd 210018 Nanjing, PR China 300042 Tianjin, PR China100027 Beijing, PR China Rm 13A, Deji Mansion B22 D-E,F-7-F, Fu Hua Mansion, No. 188 Changjiang Road Mansion of Triumphal ArchNo.8 Chaoyang Men Avenue (N) T +86.25.8681.6006 No 66 Nanjing Road, Hexi DistrictT +86.10.6554.1916 F +86.25.8681.6007 T +86.22.2339.8246F +86.10.6554.3090 nanjing@weiss-rohlig.net F +86.22.2339.8248beijing@weiss-rohlig.net tianjin@weiss-rohlig.net Weiss-Rohlig China Co., LtdWeiss-Rohlig China Ltd 315010 Ningbo, PR China Weiss-Rohlig China Ltd610041 Chengdu, PR China Room 8608 830011 Urumqi, PR ChinaUnit H, 8th Floor Howard Johnson Office Rm 1109, Markor PlazaGuoxin Mansion No.77 Xiyu Street No.230, Liuting Street No.26 South Beijing RoadT+86.028.8619.8000 T +86.574.2788.8201 Xinjiang ProvinceF+86.028.8619.8001 F +86.574.2788.8200 T +86.991.3665.806chengdu@weiss-rohlig.net ningbo@weiss-rohlig.net F +86.991.3665.807 urumqi@weiss-rohlig.netWeiss-Rohlig China Ltd Weiss-Rohlig China Co., Ltd400020 Chongqing, PR China 266003 Qingdao, PR China Weiss-Rohlig China LtdUnit 1005, Jia Nian Hua Tower Rm C-1, Huiquan Dynasty Hotel 361006 Xiamen, PR ChinaNo. 9 Walking Street No. 9 Nan Hai Road Rm 619 Minmetal BuildingT +86.23.8679.2891 T +86.532.8607.7890 No. 226 Dongdu RoadF +86.23.8679.2893 F +86.532.8287.6140 T +86.592.3107.558chongqing@weiss-rohlig.net qingdao@weiss-rohlig.net F +86.592.3107.498 xiamen@weiss-rohlig.net
  • Gebrüder Weiss locations Weiss-Rohlig China Ltd Weiss-Rohlig India Pvt. Ltd. Weiss-Rohlig India Pvt. Ltd. 710075 Xian, PR China Bhadhoi, India Kolkata 700 0170, India Room 806, Building A, Seastar  14, Niryat Bhavan Unit No. 1D, 4th Floor, No. 37 City Plaza, Bida Complex Shakespeare Sarani No.37 Keji Road, Hi-tech  Stations Road T +91.33.40084733 Industrial Development Zone T +91.5414.228515 F +91.33.22900645 T +86.029.8831.7047 F +86.029.8831.7078 Weiss-Rohlig India Pvt. Ltd. Weiss-Rohlig India Pvt. Ltd. xian@weiss-rohlig.net Chennai 600 001, India Mumbai 400 059, India 53-55,Rajaji Salai, Vth Floor 502/503/504, A-Wing Weiss-Rohlig Hong Kong Ltd T +91.44.42980800 5th Floor, Mangalya Chambers 524000 Zhanjiang, PR China F +91.44.25230302 Marol Makwana Road, Andheri (E)  GuoMao, Bldg. B, Suite 6B06 T +91.22.42142401 No. 53 Renmin Nan Road, Weiss-Rohlig India Pvt. Ltd. F +91.22.42142444 Xiashan District Chennai 600 001, India T +86.759.2660500 No.48,First Floor, Weiss-Rohlig India Pvt. Ltd. F +86.759.2660400 Rajaji Salai Nag Pur 440 015, India info-zhanjiang@weiss-rohlig.com T +91.44.42980800 215,Chatrapati Nagar F +91.44.25230302 Wardha Road Hong Kong T +91.712.2250816 Weiss-Rohlig India Pvt. Ltd. F +91.712.2250815 Weiss-Rohlig Hong Kong Ltd. Gandhidham 370 201, India Kowloon, Hong Kong Room No-106,Nirav Chambers Weiss-Rohlig India Pvt. Ltd. Unit A, 3/Floor, Pioneer Building 1st Floor,Plot No-13,Sector-9 New Delhi 110 001, India 213 Wai Yip Street, Kwun Tong T +91.2836.650772 909, 9th Floor, Surya Kiran Bldg. T +852.2268.9300 F +91.2836.231105 K.G. Marg, Connaught Place F +852.2345.6060 T +91.11.23766885/886 info-hongkong@weiss-rohlig.com Weiss-Rohlig India Pvt. Ltd. F +91.11.23314563 Jaipur, India India 109, First Floor, Prakashdeep Weiss-Rohlig India Pvt. Ltd. Station Road Tiruppur 641 603, India Weiss-Rohlig India Pvt. Ltd. T +91.141.2361930 8/18, Sri Mahavishnu Nagar Ahmedabad 380 007, India T +91.421.2485718 Mahakant Building Weiss-Rohlig India Pvt. Ltd. F +91.421.4338910 Office No.701, 7th Floor    Jodhpur 342 005, India T +91.079.2658.0715 Plot No.17, 2nd Floor,   Weiss-Rohlig India Pvt. Ltd. Prakashdeep Tuticorin 628 008, India Weiss-Rohlig India Pvt. Ltd. Station Road Transport Centre 48/1, Bryant Nagar,   Bangalore 560038, India Basni IInd Phase   Ist Street - East No.1794, 9th Main, HAL 3rd Stage, T +91.291.2742101 T +91.461.2335239 Indiranagar  F +91.461.2335238 T +91.80.25210455  Weiss-Rohlig India Pvt. Ltd. F +91.80.25210454  Kanpur 208 001, India 401, Kan Chamber 14/113, Civil Line T +91.512.2332006
  • 64  65Japan Thailand Weiss-Rohlig USA LLC Los AngelesWeiss-Rohlig Japan Ltd. Weiss-Rohlig Thailand Ltd. El Segundo, CA 90245, USATokyo 170-0002, Japan 10110 Bangkok, Thailand 1960 E. Grand Ave. Suite 420Landmark Bldg., 3F 10/1-2nd Floor T +1.310.414.93003-20-3 Sugamo, Toshima-ku Soi Farm Watana, Rama 4 Road, F +1.310.414.3900T +81.3.5961.1620 Prakhanong,Klongtoey info-lax@weiss-rohlig.comF +81.3.5961.1621 T +66.2.3812940kazuyoshi.fujiwara@  F +66.2.3812937-38 Weiss-Rohlig USA LLCweiss-rohlig.net bill.meale@weiss-rohlig.com Miami, FL 33126, USA 7200 NW 19th Street, Bldg. 5,Singapore United Arab Emirates (UAE) Suite 511 T +1.305.716.0884Weiss-Rohlig Singapore PTE.LTD. Weiss-Rohlig U.A.E. LLC F +1.305.716.0885Singapore 169877 Dubai, UAE info-mia@weiss-rohlig.com171 Chin Swee Road #04-01 Al Shamsi Building, 1st Floor,San Centre Unit 120, Karama Weiss-Rohlig USA LLCT +65.6535.3345 P.O. Box 2737 New YorkF +65.6535.7747 T +971.4.337.2340 Cranford, NJ 07016, USAlincoln.waters@weiss-rohlig.com F +971.4.334.8143 20 Commerce Drive, Suite 226 info.dubai@weiss-rohlig.net T +1.908.931.1500Weiss-Rohlig Singapore PTE.LTD. F +1.908.931.1593Singapore 819454 USA info-nyc@weiss-rohlig.com119 Airport Cargo Road #04-02CCAM 1 Weiss-Rohlig USA LLC Weiss-Rohlig USA LLCT +65.6785.3393 Atlanta, GA 30349, USA San Francisco, CA 94066, USAF +65.6785.0300 4820 Clark Howell Highway San Brunolincoln.waters@weiss-rohlig.com Suite C-7 1250 Bay Hill Drive, Suite 113 T +1.404.209.3922 T +1.650.588.1392Taiwan F +1.404.209.3923 F +1.650.588.1792 info-mia@weiss-rohlig.com info-sfo@weiss-rohlig.comWeiss-Rohlig Taiwan Ltd.Taipei, Taiwan Weiss-Rohlig USA LLC6/F, No. 213 Sec. 5 Chicago BUSINESS UNITSNanjing E Road Des Plaines, IL 60018, USAT +886.2.2766.1000 351, Touhy Ave, Suite 100 AUTOMOTIVE LOGISTICSF +886.2.2766.0002 T +1.224.563.3200info@weiss-rohlig.tw F +1.224.563.3201 Gebrüder Weiss  info-chi@weiss-rohlig.com Gesellschaft m.b.H. automotive logistics  Weiss-Rohlig USA LLC 4600 Wels, Austria Houston, TX 77032, USA Terminalstraße 91 1300 North Sam Houston T +43.732.7655.784 Parkway East, Suite 200 F +43.732.7655.790 T +1.281.227.6666 automotive@gw-world.com F +1.281.219.3631 info-hou@weiss-rohlig.com
  • Gebrüder Weiss locations FASHIONET INET-LOGISTICS GmbH X|VISE Fashionet-Austria Austria Austria Textilspedition GmbH 2333 Leopoldsdorf, Austria inet-logistics GmbH Xvise innovative logistics GmbH Arbeitergasse 50 1010 Wien, Austria 8401 Kalsdorf, Austria T +43.2235.47838 Annagasse 5 Feldkirchenstraße 14-16 F +43.2235.43839 T +43.1.512.7771.100 T +43.59006.2970 info@fashionet.co.at F +43.1.512.7771.150 F +43.59006.2959 office.oesterreich@ office@xvise.com LEISURE+SPORTS LOGISTICS inet-logistics.com Xvise innovative logistics GmbH Gebrüder Weiss  inet-logistics GmbH 6923 Lauterach, Austria Gesellschaft m.b.H. 6961 Wolfurt, Austria Bundesstraße 110 leisure+sports logistics Holzriedstraße 29 T + 43.59006.2950 3380 Pöchlarn, Austria T +43.5574.806.0 F + 43.59006.2959 Manker Straße 55 F +43.5574.806.1599 office@xvise.com T +43.2757.4004.4831 office@inet-logistics.com F +43.2757.4004.4840 Xvise innovative logistics GmbH sports@gw-world.com Germany 2326 Maria Lanzendorf, Austria Wiener Straße 26 inet-logistics GmbH T +43.59006.2961 TECTRAXX 61440 Oberursel, Germany F +43.59006.2969 In der Au 19 office@xvise.com tectraxx T +49.6171.694.16.10 High Tech Logistics F +49.6171.694.16.05 United Arab Emirates (UAE) 2351 Wiener Neudorf, Austria office.deutschland@ Brown-Boveri-Straße 6 inet-logistics.com Xvise innovative logistics T +43.1.79.799.7600 Dubai, UAE F +43.1.79.799.7639 Switzerland Dubai Airport Free Zone,  office@tectraxx.com Building 5 East, inet-logistics GmbH Block A, Floor 2, Office 219 8330 Pfäffikon, Switzerland P.O. Box 54731 SUBSIDIARIES Witzbergstrasse 7 T +971.4.2045.021 T +41.58.458.5250 F +971.4.2045.022 DICALL F +41.58.458.5251 office@xvise.com office.schweiz@inet-logistics.com dicall - Weiss Logistik  Systeme GmbH RAIL CARGO GWP – GEBRÜDER WEISS 8401 Kalsdorf bei Graz, Austria PARCEL SERVICE (DPD) Feldkirchenstraße 14–16 Gebrüder Weiss T +43.810.810.210 Rail Cargo Ges.m.b.H. Depot 0626 F +43.3135.2002.529 2326 Maria Lanzendorf, Austria 6060 Hall in Tirol, Austria office@dicall.com Wiener Straße 26 Schlöglstraße 45 T +43.1.79799 T +43.810.810.110 F +43.1.79799.7079 F +43.5223.53439 rail.cargo@gw-world.com depot626@dpd.at
  • 66  67Depot 0628 CUSTOMS OFFICES Switzerland8401 Kalsdorf bei Graz, AustriaFeldkirchenstraße 14–16 Austria 9434 Au, SwitzerlandT +43.810.810.110 GrenzeF +43.3135.57770 6800 Feldkirch-Mäder, Austria T +41.58.458.5300depot628@dpd.at Grenzübergang F +41.58.458.5309 T +43.5523.54170 kundencenter.schweiz@Depot 0630 F +43.5523.54185 gw-world.com8700 Leoben, AustriaWaltenbachstraße 7 6812 Feldkirch-Meiningen, 9430 St. Margrethen, SwitzerlandT +43.810.810.110 Austria Grenzstrasse 24F +43.3842.8347.214 Grenzübergang T +41.58.458.5330depot630@dpd.at T +43.5522.74104 F +41.58.458.5340 F +43.5522.78084 kundencenter.schweiz@Depot 0622 gw-world.com2100 Leobendorf bei Wien, 6800 Feldkirch-Tisis, AustriaAustria GrenzübergangIndustriezeile 2 T +43.5522.76449T +43.810.810.110 F +43.5522.78138F +43.2262.6819.223depot622@dpd.at 6845 Hohenems, Austria GrenzübergangDepot 0621 – Zentrale T +43.5576.737712333 Leopoldsdorf bei Wien, F +43.5576.77186AustriaArbeitergasse 50 6912 Hörbranz, AustriaT +43.810.810.110 AutobahnzollamtF +43.2235.432.89 T +43.5573.83112depot621@dpd.at F +43.5573.83112.6Depot 0623 6890 Lustenau, Austria3380 Pöchlarn, Austria GrenzübergangManker Straße 55 T +43.5577.827491T +43.810.810.110 F +43.5577.827490F +43.2757.8867depot623@dpd.at 6960 Wolfurt, Austria Gemeinschaftszollamt AT/CHDepot 0627 T +43.5574.696.12586832 Sulz, Austria F +43.5574.696.1182Industriestraße 16 gw.wolfurt@gw-world.comT +43.810.810.110F +43.5522.70252.63depot627@dpd.at
  • Gebrüder Weiss GmbH MAKOM Bundesstraße 110 A-6923 Lauterach Project Management Thomas Konrad Project Team Sina Balke Raimund Fink Gabi Schneider Simon Holderied Editorial Team Sina Balke Thomas Konrad Florian Niederndorfer Barbara Koch Photography Adolf Bereuter Graphic Design Manuela Gritsch Lithography Fitz Feingrafik Printing Eberl GmbH Translation MB International Languages GmbH We would like to thank everyone for their support in making this annual report possible, in particular with the photography.